• 2.1 You are obliged to provide transparency
• 2.2 You are obliged to handle requests.
• 2.3 You are obliged to set priorities.
• 2.4 You can make relational arrangements

2.1 You are obliged to provide transparency

You are obligated to provide transparency to others upon request about the following things:

• The projects and next actions you keep track of
• The priorities of your projects and actions
• Your projection of when you expect to complete a project or action (rough estimate, not a promise)
• The recurring tasks you report on (e.g., during a tactical meeting)
• The Metrics you report (e.g., during a tactical meeting)
• Your progress in roles or projects (including during project updates in a tactical meeting)
• Other information that is easy to obtain and not harmful to share

2.2 You are obliged to handle requests.

You are obliged to process the following messages and requests from others:

• Clarification: others may ask you to create a next action based on an accountability or a project. They may also ask you to explain what you are waiting for.
• Projects and actions: others may ask you to take a specific action or project or suggest an alternative that achieves the same goal
• Domains: others may ask your permission to influence a domain of one of your roles or explain why that would hinder your role

2.3 You are obliged to set priorities.

You are required to prioritize in the following ways:

• Processing: you must prioritize handling messages from other roles (as described in clause 2.2) over executing your own work. You may queue messages and handle them all at once as long as you do so promptly.
• Consultations: if someone explicitly asks you to participate in a specific governance or tactical meeting, you must give it priority over doing your own work unless you already have planned something else.
• Circle priorities: when prioritizing your work you should consider the established strategies or priorities of your circle(s) and supercircle(s).
• Deadlines: you must treat a deadline as a priority, not as a command to deliver something at all costs before that deadline.

2.4 You can make relational arrangements

You can make relational agreements with others: agreements about how you will work together or how you behave as a colleagues. These agreements may not conflict with the duties in this article and may describe only work-related behaviors, not results or abstract qualities. You may accept or decline a partnership agreement, and either side can break the agreement. As long as a collaboration agreement is in effect, you are obliged to abide by it, and during a tactical meeting the Facilitator may also hold you to it.