new build

docs/clarify-and-develop-domains.md

@@ -19,7 +19,7 @@ prev_page_url: "evolving-organizations.html"
 
 ## Overview
 
-A common practice in organizations is to distribute work and decision-making between people, to make good use of their limited time, energy and resources. In the process people are explicitly or implicitly defining and designing <a href="glossary.html#entry-domain" class="glossary-tooltip" data-toggle="tooltip" title="Domain: A distinct area of responsibility and authority within an organization.">domains</a> —distinct areas of responsibility and authority within the organization. Depending on the purpose it's meant to achieve, a domain in an organization may be  temporary (e.g for a project), or permanent (e.g. finance).
+A common practice in organizations is to distribute work and decision-making between people, to make good use of their limited time, energy and resources. In the process people are explicitly or implicitly defining and designing <a href="glossary.html#entry-domain" class="glossary-tooltip" data-toggle="tooltip" title="Domain: A distinct area of responsibility and authority within an organization.">domains</a> – distinct areas of responsibility and authority within the organization. Depending on the purpose it's meant to achieve, a domain in an organization may be  temporary (e.g for a project), or permanent (e.g. finance).
 
 Responsibility for domains is taken on by individuals (role keepers), or by groups of people (teams, projects, platforms, micro-enterprises, departments, etc.) Each team or role keeper contributes toward fulfilling the overall purpose of the organization by taking care of a specific area of responsibility in the organization. In some cases, people might keep more than one role, or be part of more than one team. 
 
@@ -329,7 +329,7 @@ Some external constraints are fixed while others may be negotiable with stakehol
 2. **Constraint:** (requirement) Prioritize work on projects with deadlines over time spent on training and development (anticipated impact) so that we can keep to delivery dates agreed upon with customers. (Driver is obvious in this case)
 3. **Constraint:** (requirement) Monthly expenditure over $15k needs to be approved with the PM (anticipated impact) to ensure total expenditure for the project remains within the overall budget. (Driver is obvious in this case)
 4. **Constraint:** (requirement) Consult with the Architecture Circle on decisions related to software architecture, (anticipated impact) to ensure architectural coherence throughout all software products. (Driver is obvious in this case)
-5. **Constraint:** (requirement) Schedule all hands meetings between 15:00 - 18:00 CEST, (anticipated impact) so that team members from the various time-zones can work during typical working hours. (Driver is obvious in this case)
+5. **Constraint:** (requirement) Schedule all hands meetings between 15:00–18:00 CEST, (anticipated impact) so that team members from the various time-zones can work during typical working hours. (Driver is obvious in this case)
 6. **Constraint**: (requirement) For projects larger than 3 person months, the team needs to have their project plan approved by the delegator, (anticipated impact) so that they can bring in their project management experience. **Driver:** (current situation) the team does not currently feel confident managing large projects, alone.
 7. **Constraint**: (requirement) Deliver the finished product to the integration team by 01 Feb (anticipated impact) so that they have time to complete integration before the non-negotiable project deadline on 10 March. (Driver is obvious in this case)
 
@@ -511,7 +511,7 @@ Key <a href="glossary.html#entry-metric" class="glossary-tooltip" data-toggle="t
     -   **Responsibilities**: monitored by HR team
     -   **Threshold**: if the rate for a recruiter is less than the average company retention rate, decide what to do about it in the next Planning Meeting 
     -   **Purpose**: (current situation) Onboarding new people carries a high cost (anticipated effect) and a misplaced candidate results in wasted time, effort and resources, and the fact that the vacancy will need to be filled again. (requirement) Identify which recruiters provide candidates with the highest retention rate, (anticipated impact) to minimize the risk of new employees leaving.
-3. **Disruptions - Rate**
+3. **Disruption-Rate**
     -   **Description**: Number of process disruptions because of problems attributed to control hardware/software (data source is the productive process execution system)
     -   **Rate**: weekly 
     -   **Responsibilities**: Product Owner provides the metric, team monitors the metric 

docs/determine-requirements.md

@@ -66,14 +66,14 @@ This is why it's valuable to approach deciding what you believe is required to r
 
 **Even in the case that you are the sole person responsible** for responding to an organizational driver, it's useful to clarify for yourself the requirement, before deciding how to proceed. Deciding on a course of action is often more straightforward when the general direction and scope for such action is determined first.
 
-**Keeping a record of the requirement** (as well as any relevant information about _why_ it was chosen) will help with communicating the requirement to others - especially to those who will be affected by whatever's decided and by those who will help respond to the organizational driver. It will also help later when reviewing and potentially improving whatever decision has been made.
+**Keeping a record of the requirement** (as well as any relevant information about _why_ it was chosen) will help with communicating the requirement to others – especially to those who will be affected by whatever's decided and by those who will help respond to the organizational driver. It will also help later when reviewing and potentially improving whatever decision has been made.
 
 Once a requirement is determined, the **next steps for responding to the organizational driver** involve agreeing on how to fulfill the requirement, acting on this agreement, reviewing outcomes, and, if needed, adapting your decision to improve it, based on what you learn (see [Respond to Organizational Drivers](respond-to-organizational-drivers.html) for more details).
 
 In complex situations where multiple and sometimes even contradictory options exist, an iterative approach for determining a requirement may be necessary because: 
 
 -   In some cases the suitability of a particular requirement can only be validated through experimentation (i.e. practical application and subsequent evaluation)
--   fulfilling what was initially determined as required may take you some way toward responding to a driver, but a further requirement—or even several further requirements—may need to be determined and fulfilled sequentially, to respond to the driver in an adequate way.
+-   fulfilling what was initially determined as required may take you some way toward responding to a driver, but a further requirement – or even several further requirements – may need to be determined and fulfilled sequentially, to respond to the driver in an adequate way.
 
 
 ## How to determine the requirement

docs/domain.md

@@ -9,7 +9,7 @@ prev_page_url: "drivers-and-requirements.html"
 
 _A **domain** is a distinct area of responsibility and authority within an organization._
 
-To make better use of their limited time, energy, and resources, people in organizations distribute work between them by creating roles or forming teams, units, or departments. In the process they are explicitly or implicitly defining domains - distinct areas of responsibility and autonomy. All domains are within the overall domain of an organization and may overlap or be fully contained within other domains.
+To make better use of their limited time, energy, and resources, people in organizations distribute work between them by creating roles or forming teams, units, or departments. In the process they are explicitly or implicitly defining domains – distinct areas of responsibility and autonomy. All domains are within the overall domain of an organization and may overlap or be fully contained within other domains.
 
 ![Domains may overlap or be fully contained within other domains](img/driver-domain/domains-in-organizations.png)
 
@@ -48,7 +48,7 @@ The <a href="glossary.html#entry-delegator" class="glossary-tooltip" data-toggle
 
 It's also possible to understand a domain in relation to organizational drivers:
 
--   the domain's **primary driver** - the main driver the delegatee(s) respond to
+-   the domain's **primary driver** – the main driver the delegatee(s) respond to
 -  the set of subdrivers the organization may benefit from addressing when responding to the domain's primary driver, which include:
     -   **key responsibilities** (any driver following directly from the domain's primary driver)
     -  **dependencies** and **external constraints** (drivers relating to other domains or to the environment beyond the organization) that constrain the delegatees' autonomy

docs/drivers-and-requirements.md

@@ -36,7 +36,7 @@ Reflecting on and describing organizational drivers and requirements supports:
 
 Identifying and understanding situations that present potential impediments or opportunities in relation to an organization's objectives is important if we are to successfully orient through our daily work and make the best use of our limited resources, energy, and time. 
 
-However, not all situations that motivate an organization's members to act, are pertinent for the organization to respond to. With the concept of organizational drivers we give a name to those situations an organization's members investigate and determine as relevant to respond to because they anticipate that doing so would be beneficial for the organization - by helping to generate value, eliminate waste, or avoid undesirable risks or consequences.
+However, not all situations that motivate an organization's members to act, are pertinent for the organization to respond to. With the concept of organizational drivers we give a name to those situations an organization's members investigate and determine as relevant to respond to because they anticipate that doing so would be beneficial for the organization – by helping to generate value, eliminate waste, or avoid undesirable risks or consequences.
 
 Making sense of situations that arise in the course of daily work and establishing if those situations are relevant to deal with, before deciding how to respond to them, has evident **benefits**: 
 

docs/example-domain-description.md

@@ -186,11 +186,11 @@ prev_page_url: "pattern-index.html"
 
 ## Delegator responsibilities
 
-**Provide clear strategic direction and priorities** to guide the marketing department's focus and ensure alignment with the company's business objectives. - The company operates in a dynamic industry where priorities shift rapidly, which sometimes leads to misalignment of efforts and inefficient resource utilization.
+**Provide clear strategic direction and priorities** to guide the marketing department's focus and ensure alignment with the company's business objectives. The company operates in a dynamic industry where priorities shift rapidly, which sometimes leads to misalignment of efforts and inefficient resource utilization.
 
-**Be responsive:** Maintain open channels of communication for feedback and escalation to resolve issues swiftly and keep marketing initiatives on track. – Delays in decision-making stall marketing projects, and result in missed deadlines and lost opportunities.
+**Be responsive:** Maintain open channels of communication for feedback and escalation to resolve issues swiftly and keep marketing initiatives on track. Delays in decision-making stall marketing projects, and result in missed deadlines and lost opportunities.
 
-**Support professional development and training** to ensure the marketing team's skills and knowledge remain cutting-edge.– The marketing field is continually evolving, leading to skill gaps and falling behind industry standards without ongoing training.
+**Support professional development and training** to ensure the marketing team's skills and knowledge remain cutting-edge. The marketing field is continually evolving, leading to skill gaps and falling behind industry standards without ongoing training.
 
 **Review significant changes to marketing strategy or campaign tactics** to maintain strategic coherence and mitigate risk. 
 

docs/fractal-organization.md

@@ -20,7 +20,7 @@ If necessary, the pattern can be repeated to connect multiple fractal organizati
 
 A fractal organization can be formed either by multiple in(ter-)dependent organizations which share a common (primary) <a href="glossary.html#entry-organizational-driver" class="glossary-tooltip" data-toggle="tooltip" title="Organizational Driver: Any situation where the organization&#x27;s members have a motive to respond because they anticipate that doing so would be beneficial for the organization (by helping to generate value, eliminate waste or avoid undesirable risks or consequences).">driver</a>, or by multiple branches, departments, or projects within a larger organization.
 
-These <a href="glossary.html#entry-constituent" class="glossary-tooltip" data-toggle="tooltip" title="Constituent: A team (e.g. a circle, team, department, branch, project or organization) who delegate authority to a representative to act on their behalf in other team or organizations.">constituents</a> (i.e. organizations, branches, departments or projects) need to share at least some — and typically most — functional <a href="glossary.html#entry-domain" class="glossary-tooltip" data-toggle="tooltip" title="Domain: A distinct area of responsibility and authority within an organization.">domains</a> (e.g. accounting, product management, or development).
+These <a href="glossary.html#entry-constituent" class="glossary-tooltip" data-toggle="tooltip" title="Constituent: A team (e.g. a circle, team, department, branch, project or organization) who delegate authority to a representative to act on their behalf in other team or organizations.">constituents</a> (i.e. organizations, branches, departments or projects) need to share at least some – and typically most – functional <a href="glossary.html#entry-domain" class="glossary-tooltip" data-toggle="tooltip" title="Domain: A distinct area of responsibility and authority within an organization.">domains</a> (e.g. accounting, product management, or development).
 
 ## Tiers
 

docs/governance-backlog.md

@@ -22,7 +22,7 @@ A governance backlog contains information about:
 
 An item in a (prioritized) governance backlog typically provides information about: 
 
-- the <a href="glossary.html#entry-organizational-driver" class="glossary-tooltip" data-toggle="tooltip" title="Organizational Driver: Any situation where the organization&#x27;s members have a motive to respond because they anticipate that doing so would be beneficial for the organization (by helping to generate value, eliminate waste or avoid undesirable risks or consequences).">driver</a> that needs addressing (and the <a href="glossary.html#entry-requirement" class="glossary-tooltip" data-toggle="tooltip" title="Requirement: A need or desire considered necessary to fulfill to respond to an organizational driver, adequately or as a suitable incremental next step.">requirement</a>—for drivers that have been determined as relevant and a priority)
+- the <a href="glossary.html#entry-organizational-driver" class="glossary-tooltip" data-toggle="tooltip" title="Organizational Driver: Any situation where the organization&#x27;s members have a motive to respond because they anticipate that doing so would be beneficial for the organization (by helping to generate value, eliminate waste or avoid undesirable risks or consequences).">driver</a> that needs addressing (and the <a href="glossary.html#entry-requirement" class="glossary-tooltip" data-toggle="tooltip" title="Requirement: A need or desire considered necessary to fulfill to respond to an organizational driver, adequately or as a suitable incremental next step.">requirement</a> – for drivers that have been determined as relevant and a priority)
 - the next step(s) for addressing the item (e.g. [determine requirement](determine-requirements.html), form a proposal, [test a proposal](consent-decision-making.html), [review an existing agreement](evaluate-and-evolve-agreements.html), [select someone for a role](role-selection.html), including an estimate of the time required
 - other interdependent items (including work items), as well as any other relevant information, e.g. reference to proposals, domain descriptions, etc)
 - who added the item to the backlog (for clarification/questions)

docs/history.md

@@ -9,7 +9,7 @@ prev_page_url: "contents.html"
 
 ![Influences and history of Sociocracy 3.0](img/context/history.png)
 
-The literal meaning of the term **sociocracy** is "rule of the companions": _socio_ — from Latin _socius_ — means "companion", or "friend", and the suffix _-cracy_ — from Ancient Greek κράτος (krátos) — means "power", or "rule".
+The literal meaning of the term **sociocracy** is "rule of the companions": _socio_ – from Latin _socius_ – means "companion", or "friend", and the suffix _-cracy_ – from Ancient Greek κράτος (krátos) – means "power", or "rule".
 
 The word sociocracy can be traced back to 1851, when **Auguste Comte** suggested applying a scientific approach to society: states would be governed by a body of scientists who are experts on society (which he termed "sociologists"). In his opinion, this future, although not yet achievable, would be inevitable.
 
@@ -30,6 +30,6 @@ In 2014 **James Priest and Bernhard Bockelbrink** came together to co-create a b
 
 ## The Sociocracy 3.0 Movement
 
-As interest in Sociocracy 3.0 grows there is a fast growing community of people from a variety of backgrounds — pioneering consultants, coaches, learning facilitators, and people applying S3 into their various contexts — who share appreciation for the transformational potential of Sociocracy 3.0 to help organizations and their members thrive. Many kindly dedicate some of their time to experimenting with and sharing about S3, and who collaborate to learn from one another and document experiences to inform the ongoing development and evolution of the S3 and its various applications.
+As interest in Sociocracy 3.0 grows there is a fast growing community of people from a variety of backgrounds – pioneering consultants, coaches, learning facilitators, and people applying S3 into their various contexts – who share appreciation for the transformational potential of Sociocracy 3.0 to help organizations and their members thrive. Many kindly dedicate some of their time to experimenting with and sharing about S3, and who collaborate to learn from one another and document experiences to inform the ongoing development and evolution of the S3 and its various applications.
 
 

docs/open-salary.md

@@ -10,7 +10,7 @@ prev_page_url: "share-costs-and-gains.html"
 <div class="card summary"><div class="card-body">Create a fair salary formula and make it transparent.
 </div></div>
 
-Open salary (also referred to as "transparenty salary") is the practice of determining each employee's compensation according to a set of rules — the _salary formula_ — instead of making compensation subject to individual negotiation between employer and employee. The salary formula — and often individual compensation as well — is transparent to all members of an organization, and sometimes to the public.
+Open salary (also referred to as "transparenty salary") is the practice of determining each employee's compensation according to a set of rules – the _salary formula_ – instead of making compensation subject to individual negotiation between employer and employee. The salary formula – and often individual compensation as well – is transparent to all members of an organization, and sometimes to the public.
 
 A open salary formula needs to suit an organization's context, and to be perceived as fair enough by all stakeholders.