Reinventing Organizations/Holacracy

1. Self-management

2. Wholeness (hele mens)

3. Evolutionary purpose (wat is het echte doel)

Origins

The Holacracy system was incubated at Ternary Software, an Exton, PA, company that was noted for experimenting with more democratic forms of organizational governance.[3] Ternary founder Brian Robertson distilled the best practices into an organizational system that became known as holacracy in 2007.[4] Robertson later developed the Holacracy Constitution in 2010, which lays out the core principles and practices of the system, and has supported companies in adopting it.

The term holacracy is derived from the term holarchy, coined by Arthur Koestler in his 1967 book The Ghost in the Machine. A holarchy is composed of holons (Greek: ὅλον, holon neuter form of ὅλος, holos "whole") or units that are autonomous and self-reliant, but also dependent on the greater whole of which they are part.[5] Thus a holarchy is a hierarchy of self-regulating holons that function both as autonomous wholes and as dependent parts.[5]

Essential principles Energizing roles

The building blocks of holacracy's organizational structure are roles. Holacracy distinguishes between roles and the people who "energize" them in order to express certain capacities or potentials, perform certain functions, and/or pursue certain results on behalf of the organization. A role is not a job description, as one individual can hold multiple roles at any given time.

Circle structure

Holacracy structures the various roles in an organization in a system of self-organizing circles. Each circle has the authority to create, execute, and measure its own processes in achieving its aims. Circles conduct their own governance meetings, elect members to fill roles, and take responsibility for carrying out work within their domain of authority. Circles are connected by roles known as links, which sit in multiple circles and ensure alignment with the broader organization’s mission and strategy.

Governance process

Each circle uses a defined governance process to create its own roles and policies. Holacracy specifies a structured process known as integrative decision making for proposing changes in governance and amending or objecting to proposals. This is not a consensus-based system but one that integrates relevant input from all parties.

Operational process

Holacracy specifies processes for aligning teams around operational needs, and requires that each member of a circle fulfill certain duties in order to work efficiently and effectively together.

Drama driehoek - Redder - Vervolger - Slachtoffer

Notes

Mensen hebben geen baan maar rollen

Governance meetings - over rollen en samenwerking

Tactical meetings - Getting bussiness done

Iedereen kan een meeting bijeenroepen

Facilitator zorgt dat iedere stem gehoord wordt en dat niemand beslissing kan domineren

1 - Present proposal

2 - Clarifying questions

3 - Reaction round

4 - Amend and clarify

5 - Objection round

6 - integration

Elke maand aanpassing verheldering creeren van rollen gebaseerd op "feedback" (problemen en mogelijkheden die mensen voelen)

geen reden meer voor wandelgangen, politieke spelletjes - gebruik maken van de collectieve intelligentie van het hele team.

Totale verantwoordelijkheid - iedereen heeft de plicht iets te doen aan een issue they sense, zelfs als het buiten hun rol valt. ("het is niet mijn probleem" is onacceptabel)

Markt plaats voor rollen