The purpose of the present job is to analyze the organizational dynamic prevailing in the Coordinator Centers of Indigenous Development (CCDI), and how it influences the public policies implementation (action) process, in this case, within the Promotion and Development of the Indigenous Cultures Program (PROFODECI). In this sense, knowing the CCDI's organizational dynamic represents a key factor to achieve an efficient implementation process, taking in consideration that one of the main questions public policies have to confront is the detachment between a politics design phase and its implementation process. It goes from the assumption that the PROFODECI program presents inconsistency between the design and the way it is carried out through the current operation rules. The operation rules are not a real reflection of the policy's aim, designed to be transformed by the operators while implementing it. The Coordinator Centers of Indigenous Development (CCDI) --public organizations-- are the operative units of the National Commission for the Indigenous Nations Development (CDI), after State Delegations; their main function is centered at attending the mayor problems related to our country's indigenous population. As an organization, they test themselves with the purpose of knowing to what point they satisfy the general interests of their respective communities, from their objectives to the administrative structure, looking to build a diagnosis that allows the introduction of changes regarding the type of public policies established for such centers. It starts from the ignorance of their specificities for their implementation, looking to transfer a mere governmental process that goes from the design to the automatic implementation of actions. [ABSTRACT FROM AUTHOR]