Once accepted, each title goes to a particular team member, who becomes its editor. Larry has responsibility for editorial work on three titles. Representatives serve for six meetings each year, with rotation staggered so that each council always has a representative who has attended at least the four previous meetings. At these sessions, personnel representatives report on problems, sometimes asking for help with interpersonal conflicts, and the general progress of the press's efforts is discussed and evaluated. On the Tuesday following policy meetings, editorial and business councils meet for an hour to hear reports.
Special teams discuss reports whenever they can arrange time.
The rest of Larry's work is concerned with promotion, where he is currently helping produce a new catalog, working with potential authors, and soliciting new plays. He schedules this into his work Week, along with cleaning his own office, updating his own files, and impromptu rote tasks shared with others. Details of Northstart's arrangement seem sensible to Larry and his workmates but may not appeal to other publishing houses. Different workplaces could adopt longer or shorter timelines and adapt other practices as well. While basic principles must be respected, how they are implemented changes from workplace to workplace due to different conditions and from time to time in each workplace as preferences change.