Contracted contributor.md

patterns/2-structured/contracted-contributor.md

@@ -10,15 +10,15 @@ Associates wanting to contribute to InnerSource are discouraged from doing so by
 
 Without support by middle management, the total number of contributors and, as
 a result, the amount of contributions made and value generated by the
-InnerSource initiative will likely fall below expectation of top level
+InnerSource initiative will likely fall below expectation of top-level
 management. This will likely be amplified if there is no adequate funding for
 and empowerment of [Dedicated Community Leaders](dedicated-community-leader.md).
-This runs the risk of top level management abandoning the InnerSource idea.
+This runs the risk of top-level management abandoning the InnerSource idea.
 
 ## Context
 
 A large corporation has started an InnerSource initiative. Major goals for the
-initiative are to increase the efficiency of distributed software develoment
+initiative are to increase the efficiency of distributed software development
 and to foster innovation by allowing every associate to voluntarily
 contribute to InnerSource projects, regardless of topic and business unit.
 
@@ -27,12 +27,12 @@ them, the InnerSource initiative is just one of many initiatives to foster
 innovation and efficiency, though. They are funding InnerSource with money and
 capacity for community leaders and are largely giving autonomy as for how the
 budget is spent. They are also limiting the breadth and duration of the
-initiative and partake in periodic reviews until there is proof that it yields
+initiative and partake in periodic reviews until there is proof it yields
 the expected results (see [Review Committee](review-committee.md)).  Top level
 management has announced their support for InnerSource on various company
 internal meetings.
 
-However, top level management has not yet empowered or incentivised mid-level
+However, top-level management has not yet empowered or incentivised mid-level
 managers to allow or even motivate their employees to participate in
 cross-divisional InnerSource activities. In addition to that, the capacity of
 every associate is usually allocated to non InnerSource projects for 100 % of
@@ -64,7 +64,7 @@ hours, not during free time.
   his teammates in his business unit increase.
 - Individual contributors will likely consider participating in InnerSource
   as an opportunity to enhance their professional network within the company
-  and to gain knowledege and experience in the technical area of her
+  and to gain knowledge and experience in the technical area of her
   contributions.
 
 ## Solution
@@ -77,7 +77,7 @@ time.
 - The contracting specifies a maximum percentage of the associates work time in
   InnerSource.
 - The contracting clearly states that work in the contributor's business unit
-  takes precendence over work in InnerSource.
+  takes precedence over work in InnerSource.
 - The contracting states that it is not required to work in InnerSource for the
   maximum percentage specified in the contract.
 - The contracting is signed by the contributor, the contributor's line manager,
@@ -115,7 +115,7 @@ A formal contracting is also beneficial for contributors and communities:
   eventually achieve [Trusted Committer](./trusted-committer.md) status.
 - A formal contracting provides a basis for resolving conflict related to
   participation in InnerSource activities. Note that mediation will likely be
-  successful only for a few companies with a culture condusive to that.
+  successful only for a few companies with a culture conducive to that.
 
 ## Known Instances