Fix link in README

Author: spier

README.md

@@ -58,7 +58,7 @@ Our mission
 * [Extensions for Sustainable Growth](/patterns/2-structured/extensions-for-sustainable-growth.md) - *An InnerSource project is receiving too many contributions, making maintenance difficult. By offering an extension mechanism outside of the core project, the maintainers enable scaling of project capabilities with minimal cost and maintenance overhead.*
 * [Standard Release Process](patterns/2-structured/release-process.md) - *Teams may hesitate to adopt an InnerSource project if they are unsure of its maturity. To address this, consistent release notes and published artifacts are crucial. These practices showcase a strong dedication to the project, instilling confidence and assuring users of ongoing commitment to sustainable and well-managed software.*
 * [Group Support](patterns/2-structured/group-support.md) - *What happens if a team or individual no longer supports an InnerSource project? Keep the project alive by forming a group of interested individuals.*
-* [Transparent Governance Levels](patterns/1-initial/governance-levels.md) - *There are projects in multiple stages of InnerSource adoption. Contributors get confused when working with projects that are at different stages.*
+* [Transparent Governance Levels](patterns/2-initial/governance-levels.md) - *There are projects in multiple stages of InnerSource adoption. Contributors get confused when working with projects that are at different stages.*
 
 ### Maturity Level 1: Initial
 

patterns/2-structured/governance-levels.md

@@ -5,7 +5,6 @@ Project Governance Levels
 ## Patlet
 
 Several teams are using different InnerSource patterns and all calling it "InnerSource", so the term is not precise enough to usefully describe a set of working practices without confusion.
-
 Estabilishing a more accurate common language that is understood across all teams allows anyone to communicate intent or set expectations efficiently without ambiguity.
 
 ## Problem
@@ -18,7 +17,9 @@ The result is confusion and frustration when teams collaborate as the expectatio
 
 ### Example of Confusion
 
-For two projects InnerSource best practices have been adopted. Project A has a shared ownership model with [Trusted Committers](../2-structured/trusted-committer.md) from multiple teams. Project B is fully owned by one team with contributions from other teams. New users of either project are regularly confused about the level of influence they can gain in the respective project. This leads to long discussions, escalations and time lost on clarifications.
+For two projects InnerSource best practices have been adopted. Project A has a shared ownership model with [Trusted Committers](../2-structured/trusted-committer.md) from multiple teams. Project B is fully owned by one team with contributions from other teams.
+
+New users of either project are regularly confused about the level of influence they can gain in the respective project. This leads to long discussions, escalations and time lost on clarifications.
 
 ### Example of Delayed Decision