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She was an experienced HR executive who had to spend most of her time working in other holacratic circles. Holacratic circles leads into another weakness, the continuously expanding number of circles that employees can work in. A circle is what roles are doing and the work and decisions they are owning Holacracy, 2016. Ms. Kelly, a Zappos employee, said that, “The ever expanding number of circles and the endless meetings were a drain on productivity. It’s taking time away from getting the actual work done” Gelles, 2015. A decrease in productivity can affect the future of an organization and its employees. It can also make the employees feel like work is just being discussed but never actually put into practice. Another style of organizational management that may have been more successful at Zappos could have been the laissez faire style of management. “Laissez faire organizational management structure stems from the French expression meaning ‘to not interfere with the affairs of others”’ Papa, 2016. The style is made up of separate teams that are created and are made responsible for different tasks.