The Community Group`s operational agreements are governed by the following rules: companies that use this type of organization reflect a rather one-sided view of what is happening in ecology. It is also obvious that a natural ecosystem has a natural limit – eco-regions are generally not in competition with each other, but are very autonomous. Since most organizations work through a mix of formal and informal mechanisms, the organization`s scientists have paid attention to the nature of the interaction between formal and informal organizations.  On the one hand, some have argued that formal and informal organizations work as substitutes, as one type of organization would reduce the benefits of using others. For example, if the parties trust each other, the use of a formal contract is unnecessary or even detrimental to the relationship.  On the other hand, other scholars have suggested that formal and informal organizations can complement each other. For example, formal control mechanisms can pave the way for the development of relational norms.  Legal policies developed for community groups are designed to address the concerns of intellectual property and intellectual property (IP) rights holders. This section provides an informative overview of the two licensing agreements involved: through coordinated and planned cooperation of the elements, the organization is able to solve problems that go beyond the capabilities of each element. The price paid by the elements is the limitation of the degrees of freedom of the elements. The benefits of organizations are extension (more of the same), addition (combination of functions) and extension. The disadvantages can be inertia (through coordination) and loss of interaction.
A hierarchy illustrates an agreement with a leader who leads other individual members of the organization. This arrangement is often associated with the base that it is enough to present a real pyramid, if there are not enough blocks of stone to keep the highest, gravity would irrevocably collapse the monumental structure. One can therefore imagine that if the leader does not have the support of his subordinates, the whole structure will collapse. The hierarchies were satirized in The Peter Principle (1969), a book that introduced hierarchy and the adage that “in a hierarchy, every employee tends to rise to his or her level of incompetence.” The W3C recommends that the Community or business group, once a working group has adopted a community group or a business group specification, no longer develop the same material in parallel.