An ethnographic research study of a non-profit organization seemingly devoid of any deliberate or explicit strategy-making efforts offers up the possibility an emergent or more implicit strategy formulation and execution effort can be found. Porter, Compo and Popescu are among others who support the idea emergent strategy exists where deliberate efforts may not. What exactly we can point to, to probe for emergent strategy is of interest in this particular instance. Process philosophy is leveraged to shore up our collective understanding of why some methods like resolutions are particularly important, especially in organizations (non-profit) where "ownership" is not the same construct as it is in the for-profit and public domains. Much of strategy making is focused on systems thinking, based on the philosophy of cause-and-effect. While this predominant approach has served us well, it is a philosophy that would seem to be drawn from the work of Immanuel Kant, more than 200 years ago. Process philosophy is more recent, but not yet well understood.