CHARACTERS È eBook, ePUB or Kindle PDF ✓ Brian J. RobertsonCcurThe nested circles in the basic circle structure are linked via two special roles the Lead and Rep Links p 49 The idea behind this interlinking of circles comes from the Sociocratic Circle Organization Method Sociocracy which was invented by Gerard Endenburg in the 1970s Brian Robertson tried to patent the idea Pub No US2009006113 A1 Fig 4 but subseuently abandoned the patent application Other ideas in the patent application similar to
Sociocracy are the decision making Fig 6 governance meeting Fig 8 and role election Fig 9 processes A significant differenceare the decision making Fig 6 governance meeting Fig 8 and role
*election fig 9 *Fig 9 A significant difference Sociocracy and Holacracy is that all roles are elected in Sociocracy while only the Rep Link Facilitator and Secretary are elected roles in Holacracy p 57 Holacracy is also prescriptive The responsibility of people in a Holacracy is to act as role fillers This is a sacred duty and an act of love and service not for your own sake but nonetheless of your own free will p 85 Holacracy empowers you to se your own best judgment to energize your role and do your work p 97 I cannot help but wonder why people can t empower themselves Why do you need the permission of a system to se your own best judgment in your workIn addition to the basic responsibility as role fillers people also have specific duties in offering transparency processing reuests and accepting certain rules of prioritization p 92 Transparency and effectiveness are important in Sociocracy too However euivalence doesn t seem to be as important in Holacracy as in Sociocracy In "Holacracy the process is all that matters and the process will take care of everything else p 111 The rules in "the process is all that matters and the process will take care of everything else p 111 The rules in create a sacred space that frees each of s to act as sensors for the organization without drama getting in the way p 110 As long as the process is honored you really don t care how anyone feels at least not in your role as facilitator p 110 I ask myself aren t feelings important if people are going to be able to act as sensors The answer Brian Robertson gives is that it s about processing tensions for the sake of our roles which Everything a Band-Aid Can't Fix: A Teen's Guide to Healing and Dealing with Life ultimately serve the organization s purpose p 113 This keeps the organization from being overly influenced by individual feelings and opinions that are not relevant to the work p 116 He assures that No one s voice is silenced yet egos aren t allowed to dominate p 117 Well really Yes says Robertson Holacracy seeks to process every tension and be truly integrative it s also a recipe for not letting ego fear or groupthink hinder the organization s purpose p 125 Playing politics loses itstility p 126 I think that the politics of identifying issues and building support that is strong enough to result in action will always be there It s great if the politics can be channeled through Holacracy If not it will go Historys Strongest Disciple Kenichi Vol 1 undergroundOne of Brian Robertson s favorite metaphorssed to illustrate the dynamic steering and constant weaving is riding a bicycle p 129 Interestingly this is the same metaphor which Gerard Endenburg All Things Consoled uses to illustrate the circle process in Sociocracy References G Endenburg Sociocracy The organization of decision making pp 16 18 and G Endenburg Sociocracy As Social Design pp 67 71 Robertson explains that Dynamic steering means constant adjustment in light of real feedback which makes for a organic and emergent path p 129 Dynamic steering done well enables the organization and those within it to stay present and act decisively It is well written and persuasive It is also a dangerous management system that canndermine a company as it did with mine when we tried to implement it It nearly brought s down My takeaway is that there is no system that can replace solid leadership If you re the CEO you need to own it and get to work It s super tempting to abdicate responsibility but it is simply the wrong path to take Yes people make mistakes but applying a straightjacket for decision making process is not the answer The answer is reflection continuous improvement clear roles and autonomy Yes signals might get lost but the answer is not allowing all the noise to go through the same process The answer is E prendre des décisions en fonction de la nature de leur travail leurs rôles et non de leur titre leur poste Il en résulte Le management traditionnel Des réunions pénibles déstructurées ou peu structurées Une structure organisationnelle rigide Une conception organisationnelle axée sur le PDG Les managers sont des freins à la prise de dé. A great example of how self managing organizations can work successfully As a person interested in particular in practical implementations over theoretical possibilities I found the book a great combination of both Even if Holacracy does not fit your organization I recommend the book to everyone who believe in the idea of self managing organizations I was reading a short stories science fiction anthology at the same time and the two books felt interchangeable I had always been interested in aspects of holacracy and reading this book in its entirety demonstrated how off base I was with my assumptionsFor starters most of the world s religions allow you to practice said faith with flexility Robertson is so rigid in his it s 110% holacracy or it just won t work that it felt like I was reading a cult s doctrine This is where the This book does a great job at showcasing Holacracy a new management system that distributes authority and accountability throughout an organization instead of relying on managers to guide employees What makes thi Holacracy is a governance system and a registered trademark owned by HolacracyOne The word Holacracy is very easy to confuse with holocracy with an o which means niversal democracy Robertson s aim with the system is to harness the tremendous sensing power of the human consciousness available to our organizations p 7 This "harnessing is done by a set of core rules p 12 The Holacracy constitution acts as the core rule book "is done by a set of core rules p 12 The Holacracy constitution acts as the core rule book the organization p 21 Robertson hopes that his readers will approach the book not as a set of ideas principles or philosophies but as a guide to a new practice pp 13 14Brian Robertson s book is very readable and informative I share Robertson s view on the problems associated with predict and control p 7 and his interest in finding better ways to work together p 12 but I can also see problems with heavily rule based approaches I think there s a fundamental difference between following rules and honoring agreements Rules are externally focused while agreements are internal because they are directly linked to will Agreements not rules are the glue that ties commitment to resultsBrian Robertson focuses on practices in his book while my interest primarily is on principles This doesn t mean that I think practices are Cracked (Soul Eaters, unimportant I share however Ralph Waldo Emerson s view that The man who grasps principles can successfully select his own methods The man who tries methods ignoring principles is sure to have trouble To paraphrase Emerson the man who focus on rules and processes ignoring principles is sure to have trouble I also think that processes need to grow or evolve from their specific context Each situation isniue in "SOME WAY SMALL OR LARGEFOR BRIAN "way small or largeFor Brian it s very important to prevent others from claiming power over you p 21 This is done by establishing a core authority structure and a system that empowers everyone p 21 The power is in the process which is defined in detail p 21 For me harnessing true self organization and agility throughout an enterprise p 20 is an oxymoron a contradiction in terms Harnessing self organization might actually kill it I suspect people might decide to withdraw their engagement if they realize that they are harnessed for the benefit of the organization onlyBrian Robertson defines a circle not as a group of people but as a group of roles p 48 The basic circle structure consists of nested circles p 47 Robertson calls the hierarchy of nested circles a holarchy p 46 Arthur Koestler defines a holon as a whole that is a part of a larger whole and a holarchy as the connection between holons p 38 I d challenge that a hierarchy of nested circles really is a holarchy A person certainly is a holon but I doubt that a role in itself is a holon What inherent wholeness does a role have if people are needed to energize the role and enact its accountabilities p 43 Having said that I do think that a group of people can become and act as a holon Party Politics in America under certain circumstances Maybe Bohmian Dialogue the U process and Open Space Technology are examples when such circumstances can AVANT PROPOS DE BERNARD MARIE CHIUET IGI PARTNERS Le modèle Holacracy a bouleversé monnivers David Allen Voici enfin Put off thy shoes un ouvrage du créateur de Holacracyi montre le fonctionnement et la mise en oeuvre de ce nouveau système révolutionnaire de management des entreprises Holacracy est n système très structuré offrant aux gens le pouvoir ,
O cultivate better signalling and better filters to reduce the noise Yes we sometimes get lost in endless debate but the answer is not to force "decisions The answer is to take ownership as the leader to make sensible decisions Yes people need authority in their "The answer is to take ownership as the leader to make sensible decisions Yes people need authority in their But the answer is not to formalize this to a degree that even governments would find cumbersome The answer is to define the role create space within that role for authority and accountability and to keep monitoring performance Instead of this book consider the following High Output Management by Andrew Grove Turn The Ship Around by L david Maruet Extreme Ownership by Jocko Willink and Leif BabinGood luck Many good ideas but for my taste too extreme and too process heavy I like the idea of circles and roles and how autonomy and accountability is shifted I also appreciate the separation of meta level from the operations What I have a hard time with is imagining adults liking being put into a strict process straightjacket I just don t think that process alone will magically cure all problems of modern organizationsHolacracy feels to me like its to teal organization what Scrum is for AgileOverall a decent 35 I read this book because it was discussed in Reinventing Organizations as a complete system for running things nder self organising principles Unlike Reinventing Organizations this book is not intended to be an inspirational guide at least I don t think so Instead it is meant to present the management system that is Holocracy walk The Brand New Monty Python Papperbok us through its elements its processes its systems and helps in deciding if we want to adopt it The great advantage of adopting this management syst Before I start I don t think I m able to properly review this book with reviewing the concept of Holocracy itself It s technically possible but it doesn t make IMHO much #senseThe overall concept of Holocracy to replace inefficient troublesome mgmt hierarchies with system of nested circles governed # overall concept of Holocracy to replace inefficient troublesome mgmt hierarchies with system of nested circles governed process itself sounds very crazy but actually the city metaphore made me give it a deeper thought Anyway even if I agree with many statements even if I ve made plenty of bookmarks got inspired to write at least few blog posts I think that YES Holocracy may work but only if you start it from scratch of within a really small company And author did literally nothing to convince me I m wrong he s ite good in presenting the pros of Holocracy but there s barely any mention of potential risks that can happen decision paralysis within governance process gaps in processes in context of contradicting positions of circle s members potential slowness of decision making progress VETOersetcWhat did I like most short idea about dealing with compensation in Holocracy powered org sadly there should be many ideas about adapting traditional enterprise mechanics into flat world but they are not here some VERY good points about empowerment in different work scenariosAnyway I think that if you re interested in management you should definitely read this book Not necessarily because it s that good or because everybody will be doing Holocracy by next Tuesday but just to make your own opinion on this interesting topic A process heavy straightjacket for organizations that can t figure out how to delegate the rules of communication Holacracy is a system for structuring a business through peer to peer self organization and distributed control in which we all get to be adults "Togetherokay So 1 Holacracy Doesn "so 1 Holacracy doesn stand p nder Marxian analysis Power is not actually being distributed when workers are still selling their labor and the value of their efforts is taken as profit by the business owner2 Holacracy is designed for the perfect rational human without personality relationships or ego It is deliberately designed to create a healthy separation between the personalinterpersonal and the organization Robertson considers this a deeper honoring of the personal by keeping it entirely out of the workplace I mean sure props for being open and honest about the neoliberal wish to erase the messy realities of human behavior and human needs The Cision L'holacracy Des réunions clairement ciblées et cohérentes Une structure organisationnelle évolutive Une conception locale et distribuée de l'organisation Une structure claire pour ne prise de décision distribuée Je vous recommande vivement cet ouvrage comme bible Holacracy si vous recherchez ne nouvelle méthode de travail Tony Hsi.
Brian J. Robertson