|Best for||Purpose driven organizations.|
It cares about organizations that go beyond profit.
For social organisms that want to shift power to a process and allow for emergence. Where individuals can be more autonomous and interdependent. Differentiation of the individual and integration of the WE.
Set of "rules of the game", which can be used by an organization wishing to move the root of power from owners and heroic leaders to a purpose and a process of continually organizing around that purpose, by integrating whatever is sensed about the purpose through the consciousness of all the humans who choose to participate in expressing the purpose
|Other resources||Organization Evolved|
Differentiating Role and Soul
The Power of Governance
The Irony of Empowerment
Contrasting Paradigms: Holacracy & Sociocracy
On the transpersonal paradigm under Holacracy: http://www.holacracy.org/blog/beyond-serving-stakeholders
|principles||Organized around work. Around an evolutionary purpose.|
1. Dynamic Steering: Mental shift from predicting how things will or ought to be, to discovering what is needed now based on currently known data.
"Establishing tight feedback loops and frequent steer points throughout the company’s operations. This allows planning and decision-making processes to focus on quickly reaching a workable decision and then letting reality inform the next step, rather than agonizing about what 'might' happen in an effort to conjure up a theoretical 'best' decision that still doesn’t quite get it right." -- Organization Evolved, pg 2
2. Tension Processing: A tension is the felt-sense of a specific gap between current reality and a sensed potential. Tensions can be processed through multiple pathways, including tactical, governance, and strategy meetings. Tensions that matter are those in behalf of the organization. Is not about all bringing our tensions. Its about clear, tangible governance. One tension at a time (in a way that is workable)
3. Distributed Authority: All circles hold strategy, governance, and tactical meetings. Each role has the authority to autocratically make decisions related to its roles and scopes, to the extent that those decision do not conflict with the authority of other roles.
"[...] Holacracy distributes the job of evolving the organization across the entire company. This decreases the overload at the top and the disengagement found elsewhere, while instilling new capacities for learning and adaptability throughout the organization." -- Organization Evolved, pg 4
4. Circle Organization: The organization is built of a holarchy of semi-autonomous circles. Each circle has a purpose and scope, defined by its super-circle, and...
"Each circle has the autonomy and authority to define and evolve the roles, accountabilities, policies, and processes needed to organize and govern its operations in service of its purpose." -- Organization Evolved, pg 3
5. Double-Linking: Sub and super circles are linked via two roles which belong to and take part in the meeting processes of both circles. The sub-circle Lead Link role is accountable for carrying the needs of the super-circle into the sub-circle. The sub-circle's Rep Link role is accountable for carrying the sub-circle's needs into the super-circle.
"Lead Links hold the perspective and functions needed to align the sub-circle with the purpose, strategy, and needs of its broader context. Rep Links carry front-line feedback to that broader context, while guarding the autonomy and sustainability of the sub-circle within that environment." -- Organiation Evolved, pg 3
|Distinctions||Holacracy is a tool for purpose driven organizations. It is not a
tool for communities -- even those based on a shared interest.
The differentiation of role and soul: I am not the roles I fill for the organization. The organization is an entity in its own right, distinct from the group of people that energize roles within it.
A circle is not a group of people; it's a collection of related roles required to fulfill a purpose.
Holacracy is not a consent process; it is based on surfacing and integrating objections. In Holacracy, an objection is a reason why, based on presently known data, a proposal would limit the circle's ability to express its purpose, in a way that wasn't already present in the organization before the proposal.
Lead and rep links are not managers. They have a specific set of accountabilities related to cross-circle communication and tension processing.
Holacracy goes beyond sociocracy in the sense that it provides the tools for the structure of an organization. It is not human, values driven as a goal yet it does that as it accomplishes the organization's purpose in life. For the sake of the whole not the individual. More rules to make sure that we don´t get stuck in human ego.
Video about the difference in between Holacracy & Sociocracy http://www.holacracy.org/resources/holacracy-sociocracy-contrasting-paradigms
Harmony as a consequence of being part of an organization that empowers you and honors you to show up and be autonomous. Its not organized around 'what I want' but around 'the work that needs to be done'. It invites human ego to go beyond individual needs into the organization itself.
Holacracy embraces the individual by helping differentiate the individual and the organization, to move beyond the typical co-dependent relationship where we project our needs and desires on the organization and look to it to take care of us. Holacracy allows us complete sovereignty and autonomy to use our gifts as individuals, and holds a space where we can show up together to birth a new entity (the organization) and help it express its purpose in life. It's deeply embracing and integrative of both human and organization.
On how Holacracy embraces our full capacity as humans and processing tensions http://www.holacracy.org/blog/processing-tensions
|Rules / Process||Holacracy Constitution|
Tactical Meeting Process
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