1. What?
1.1. A practice
1.1.1. for organisations
1.1.1.1. to embed flexibility and effectiveness in their core processes
1.1.1.1.1. meetings
1.1.1.1.2. decision-making
1.1.1.1.3. organisational structure
1.1.2. includes
1.1.2.1. governance practices
1.1.2.1.1. distributed
1.1.2.1.2. evolutionary
1.1.2.2. operational practices
1.1.2.2.1. organised around a different paradigm
1.1.3. result
1.1.3.1. flexible & effective
1.1.3.2. adaptive capacity
1.1.4. goal
1.1.4.1. to achieve the organisation's requisite structure
1.1.4.2. dynamic steering
1.1.4.2.1. dynamic steering principles and practices are embedded in all meetings
1.2. governance
1.2.1. global governance
1.2.1.1. awake, alive organisations
1.2.1.1.1. linking to each other to govern their context
1.2.2. governments govern people
1.2.2.1. not organisations
2. key concepts
2.1. organisational structure
2.1.1. roles & accountabilities
2.1.1.1. who are you accountable to?
2.1.1.1.1. current question
2.1.1.2. what are you accountable for?
2.1.1.2.1. more useful question
2.1.1.2.2. eg.
2.1.1.3. roles and circles
2.1.1.3.1. are the same thing
2.1.1.4. core roles
2.1.1.4.1. facilitator
2.1.1.4.2. secretary
2.1.1.4.3. lead link
2.1.1.4.4. rep link
2.1.1.4.5. circle member
2.1.2. dynamic circles
2.1.2.1. agile because
2.1.2.1.1. self-organising
2.1.2.1.2. governance meetings
2.1.2.2. circles organised in a holarchy of scope
2.1.2.2.1. holarchy = natural hierarchy of increasing wholeness
2.1.2.2.2. broader circles include subcircles
2.1.2.2.3. both get representation on the other via a 'double link'
2.1.2.3. self-governing circles
2.1.2.3.1. each circle
2.1.2.3.2. self-organising does not mean self-directing
2.1.2.4. cross-circle collaboration
2.1.2.4.1. can happen ad-hoc through teams
2.1.2.4.2. a circle can be a team
2.1.2.5. when to create a new circle?
2.1.2.5.1. when a role grows more differentiated and complex
2.1.2.5.2. when a circle (often the general company circle) begins to split in two
2.1.3. double linking
2.1.3.1. circles connect via a double link
2.1.3.1.1. 2 people serve on both connected circles
2.1.3.1.2. lead link
2.1.3.1.3. rep link
2.1.3.1.4. linking
2.1.3.2. functional division
2.1.3.2.1. managing role in a circle (lead link)
2.1.3.2.2. role representing the interests of the sub-circle in the broader circle (rep link)
2.1.3.3. disentangles conflict of interests suffered by middle managers
2.1.3.3.1. rep link
2.1.3.3.2. lead link can focus freely on pursuing the aim defined by management
2.1.3.3.3. metaphor
2.1.3.4. creates healthy flow of information throughout hierarchical layers
2.1.3.4.1. management is informed of what is really going on in the circles below it
2.1.3.4.2. employees can trust that their interests are being represented with higher management
2.1.4. the board
2.1.4.1. a special circle
2.1.4.1.1. doesn't have a specific scope
2.1.4.1.2. harnessing the impulse to evolve
2.1.4.2. provides overall aim for organisation
2.1.4.2.1. by integrating perspectives of contexts
2.1.4.2.2. via links to entities managing commons
2.1.4.2.3. questions
2.1.4.3. all decision-making is integrative
2.1.4.3.1. until delegated to another means
2.1.4.3.2. no split between governance and operations
2.1.5. result
2.1.5.1. information flow
2.1.5.1.1. improved
2.1.5.1.2. throughout organisation
2.1.5.2. change
2.1.5.2.1. integrated faster
2.1.5.2.2. without losing control of direction
2.1.5.3. adaptive capacity embedded in structure and processes
2.1.5.3.1. organisational structure can grow organically with the organisation
2.2. organisational control
2.2.1. dynamic steering
2.2.1.1. allows an organisation to adapt quickly and flexibly to change in and around the organisation
2.2.1.2. is manifested by
2.2.1.2.1. governance
2.2.1.2.2. operations
2.2.1.2.3. individual action
2.2.1.3. shifts focus
2.2.1.3.1. away from predicting and controlling
2.2.1.3.2. towards building adaptive capacity
2.2.1.4. guiding principles
2.2.1.4.1. experiment & adapt
2.2.1.4.2. focus on present tensions
2.2.1.4.3. hold aim in mind, steer continuously
2.2.1.4.4. get real data, steer continously
2.2.1.4.5. the goal is a workable decision
2.2.1.4.6. any issue can be revisited at any time
2.2.1.4.7. delay all decisions
2.2.1.4.8. short cycles, incremental steps
2.2.1.4.9. fall back to predict & control
2.2.1.5. dynamic steering operations
2.2.1.5.1. find & eliminate waste (muda)
2.2.1.5.2. start where you are, evolve over time
2.2.1.5.3. identify windows of opportunity - delay decisions to the end
2.2.1.5.4. focus on
2.2.1.5.5. shift from "push" to "pull" scheduling
2.2.1.5.6. means changing your entire business so all processes are grounded in dynaimc steering
2.2.1.6. metaphor
2.2.1.6.1. riding a bicycle
2.2.1.7. result
2.2.1.7.1. improves
2.2.1.7.2. because decisions can be made much quicker when the goal is to make a workable decision
2.2.1.7.3. better quality decisions in the long run:
2.2.2. integrative decision-making
2.2.2.1. Originality
2.2.2.1.1. differs from other governance models
2.2.2.2. aim
2.2.2.2.1. integrate tangible objections into each proposal to make it workable while preventing irrelevant or disruptive discussions
2.2.2.3. not about
2.2.2.3.1. consensus
2.2.2.3.2. personal feelings
2.2.2.3.3. being 'for' or 'against' anything
2.2.2.4. about
2.2.2.4.1. integrating perspectives
2.2.2.4.2. finding the workable way forward
2.2.2.5. benefits
2.2.2.5.1. no one blocks decisions
2.2.2.5.2. decisions are not 'made'
2.2.2.5.3. removes the influence of personal concerns
2.2.2.5.4. moves quickly
2.2.2.6. importance of the facilitator
2.2.2.6.1. makes sure the team stays within the limits of the governance meeting
2.2.2.6.2. squashes
2.2.2.6.3. strong leadership of the process
2.2.2.6.4. crushes invalid or distracting elements
2.2.2.6.5. creates space to focus on substantive matters and get to the heart of them quickly
2.3. facilitated meetings
2.3.1. different types of meetings
2.3.1.1. governance
2.3.1.1.1. governance questions:
2.3.1.1.2. focus
2.3.1.1.3. activities
2.3.1.1.4. output
2.3.1.1.5. meeting agenda
2.3.1.1.6. surfacing proposals
2.3.1.2. operational
2.3.1.2.1. what do we need to do?
2.3.1.2.2. delegating accountabilities
2.3.1.2.3. agenda items take 3-5 minutes each
2.3.1.2.4. facilitator
2.3.1.2.5. focus
2.3.1.2.6. operational meetings
2.3.1.3. strategic
2.3.1.3.1. heartbeat depends on organisation
2.3.1.3.2. focus on big picture
2.3.1.3.3. input
2.3.1.3.4. outputs
2.3.1.4. integrative elections
2.3.1.4.1. to elect key roles on each circle
2.3.1.4.2. election after information sharing and integration
2.3.1.4.3. election process seeks best fit for a role
2.3.1.4.4. process
2.3.1.4.5. comes from sociocracy
2.3.1.5. individual action
2.3.1.5.1. take whatever action is needed
2.3.1.5.2. be prepared to restore the balance
2.3.1.5.3. take the need for action to the circle
2.3.1.5.4. coming full circle
2.3.1.6. heartbeats
2.3.1.6.1. strategic meetings
2.3.1.6.2. governance meetings
2.3.1.6.3. operational
2.3.2. roles
2.3.2.1. facilitator
2.3.2.1.1. ensures the team follows the optimal meeting process
2.3.2.1.2. meetings
2.3.2.1.3. result
2.3.2.1.4. elected by circle
2.3.2.1.5. hints
2.3.2.1.6. interactions with secretary
2.3.2.1.7. aims and accountabilities
2.3.2.2. secretary
2.3.2.2.1. role
2.3.2.2.2. aim
2.3.2.2.3. accountabilities
2.3.2.2.4. challenging role
2.3.2.3. facilitator and secretary are both members of the circle, like everybody else
2.4. getting the work done
2.4.1. work within your roles & accountabilities
2.4.2. work with other explicit roles
2.4.3. take individual action
2.4.4. synchronise at operational meetings
2.4.5. formalise at governance meetings
2.4.6. from aim to action
2.4.6.1. aim/purpose
2.4.6.1.1. why the circle exists
2.4.6.1.2. given by broader circle
2.4.6.2. strategic direction
2.4.6.2.1. mission, goals, etc
2.4.6.2.2. what big things are we pursuing now?
2.4.6.2.3. uncovered in strategy meetings
2.4.6.3. roles & accountabilities
2.4.6.3.1. how will we work together to get there?
2.4.6.3.2. clarity governance
2.4.6.3.3. defined in governance
2.4.6.3.4. assigned operationally
2.4.6.4. projects
2.4.6.4.1. what needs to get done to get us there?
2.4.6.4.2. easy to confuse with actions
2.4.6.4.3. managed in tactical meetings
2.4.6.5. actions
2.4.6.5.1. what concrete actions are needed?
2.4.6.5.2. easy to confuse with projects
2.4.6.5.3. managed in operational meetings and daily stand-ups
2.5. the role of leadership
2.5.1. as dynamic steering shows up, leadership changes from pushing things through to removing
2.5.1.1. obstacles to flow
2.5.1.2. waste
2.5.1.2.1. whatever doesn't add direct value to the organisation's aim
2.5.2. management is baked into the system's processes, freeing managers to lead
2.5.3. holacracy is not a substitute for leadership
2.5.4. leadership is necessary throughout the organisation
2.5.4.1. in all roles
2.5.4.2. in all circles
2.5.4.3. leadership is energy that brings life into the roles in the organisation
2.5.5. lead links have explicit accountabilities related to traditional leadership concepts
2.5.6. lead link facilitates operational meetings
2.5.7. don't confuse
2.5.7.1. facilitation
2.5.7.1.1. process focus
2.5.7.1.2. (judiciary)
2.5.7.2. leadership
2.5.7.2.1. output focus
2.5.7.2.2. (executive)
2.5.7.3. don't let the leader surrender leadership to the facilitator!
3. What's in it for you?
3.1. your organisation
3.1.1. becomes more sensitive to internal and external change
3.1.1.1. takes les time to become aware of problems and opportunities as they arise
3.1.2. becomes more capable of rapidly integrating new insights and changes into all layers of the organisation
3.2. facilitates transition to dynamic steering
3.2.1. by
3.2.1.1. embedding into the structure of the organisation the ability to transform needs and tensions
3.2.1.2. making it clear who takes decisions on what
3.2.2. result
3.2.2.1. information and awareness flow naturally to those places where decisions are most efectively taken
3.3. creates learning organisation
3.3.1. tensions that arise from a changing environment are used as direct input into the continuing development of the organisational structure
3.3.2. at all levels
3.3.2.1. resilient
3.3.2.2. embracing change
3.3.3. metaphor
3.3.3.1. engine which becomes better and stronger as sand is put in
4. How to implement
4.1. Learn to work with the guiding principles of holacracy
4.2. initiate facilitated meetings
4.3. innovation in the organisational structure
4.4. advantages
4.4.1. not time consuming
4.4.1.1. initiate new meeting practice
4.4.1.1.1. operational meetings
4.4.2. flexible & workable
4.4.2.1. modular
4.4.2.1.1. an organisation can start working in a single team or department
4.4.2.2. can start with facilitating a set number of meetings
4.4.2.3. awareness of what is workable and how to integrate tensions into the process
4.4.2.3.1. part of the holacracy approach anyway!
4.4.3. tailor-made
4.4.3.1. organisation chooses how to position the change
4.4.3.1.1. profile
5. exercises
5.1. scenario
5.1.1. invent simple scenario
5.1.1.1. some new process
5.1.1.2. we pulled it off, but only just
5.1.1.3. shouldn't be real at this stage
5.1.2. elicit from group exactly what was less than ideal
5.1.3. what can you propose to capture learning?
5.1.4. run integrative decision-making meeting
5.1.4.1. present proposal
5.1.4.1.1. answer clarifying questions
5.1.4.2. reaction round
5.1.4.3. amend and clarify
5.1.4.4. objection round
5.1.4.5. integration (if needed)
5.1.4.5.1. amend proposal by integrating perspectives
5.1.4.5.2. go back to objection round
6. Shared models and language
6.1. integral theory
6.2. type patterns
6.2.1. Berens temperament theory
6.2.2. berens' interaction styles
6.2.3. the 16 types
6.2.4. cognitive dynamics
6.3. cultural development & cultural values
6.3.1. spiral dynamics
6.4. individual development
6.4.1. cook-greuter's developmental action logics
6.4.2. cognitive dynamics
6.5. power dynamics & system spaces
6.5.1. Barry Oshry's organisational spaces
6.6. Additional resources
6.6.1. Articles & Audio about holacracy
6.6.2. operational practices compatible with holacracy
6.6.2.1. getting things done
6.6.2.1.1. David Allen
6.6.2.2. death by meeting
6.6.2.2.1. Patrick Lencioni
6.6.2.3. agile estimating and planning
6.6.2.3.1. Mike Cohn
6.6.3. Type models that support holacracy
6.6.3.1. Core booklets
6.6.3.1.1. understanding yourself and others
6.6.3.1.2. the 16 personality types
6.6.3.2. advanced material
6.6.3.2.1. an introduction to the Personality Type code
6.6.3.2.2. 8 keys to self-leadership
6.6.4. developmental models that support Holacracy
6.6.4.1. articles by Susanne Cook-Greuter
6.6.4.1.1. www.cook-greuter.com
6.6.4.2. leadership agility
6.6.4.2.1. Bill Joiner & Stephen Josephs
6.6.5. Other background models & materials informing Holacracy
6.6.5.1. seeing systems
6.6.5.1.1. Barry Oshry
6.6.5.2. Leading systems
6.6.5.2.1. Barry Oshry
6.6.5.3. Requisite organisation
6.6.5.3.1. Elliot Jacques
6.6.5.4. Sociocracy
6.6.5.4.1. the organisation of decision-making
6.6.5.5. Integral Theory
6.6.5.5.1. a Brief history of everything
6.6.5.6. Andrew Cohen's teachings of Evolutionary Enlightenment
6.6.5.6.1. www.andrewcohen.org
6.6.5.7. The 5th Discipline
6.6.5.7.1. Peter Senge
7. what's new about holacracy?
7.1. organisation beyond the personal
7.1.1. introducing a new concept: the organisation
7.1.2. holacracy aims to help the organisation 'wake up'
7.1.2.1. to consciously find and pursue its own calling
7.1.2.2. to be what the world needs the organisation to be
7.1.2.3. to be what the organisation needs to be in the world
7.1.3. and invites us to be in service to that broader aim
7.1.3.1. the end goal is not meeting ego needs
7.1.3.1.1. shareholders
7.1.3.1.2. employees
7.1.3.1.3. customers
7.1.3.1.4. etc
7.1.3.2. it's about helping something new unfold into the world
7.1.3.3. egos become cherished sensors for the organisation
7.2. facilitation
7.2.1. reframing
7.2.1.1. Behaviour that is healthy in a pathological environment becomes pathological in a healthy environment
7.2.1.1.1. source unknown
7.2.1.2. holacracy reframes 'healthy' facilitation
7.2.1.2.1. behaviours once helpful become limiting
7.2.1.2.2. new behaviours and aims are now practical
7.2.1.2.3. even the 'feel' of effective facilitation shifts
7.2.1.2.4. at first this will be uncomfortable
7.2.2. beyond the personal
7.2.2.1. means holding space for the organisation's voice
7.2.2.1.1. focusing on the aim & holding the process as sacred
7.2.2.1.2. inviting the people to take care of themselves
7.2.2.2. requires modeling a new way of decision-making
7.2.2.2.1. one that honours ego without attaching to it
7.2.2.2.2. so that we can all get out of our own way
7.2.2.3. takes courage to move beyond our discomfort
7.2.2.3.1. to rigidly stick to the process when needed
7.2.2.3.2. to ruthlessly crush others when needed
7.2.2.3.3. and the wisdom to know how that's truly helpful
7.2.2.3.4. and the compassion to enact it without levying judgement
7.2.3. at the edge of now
7.2.3.1. Holacracy helps shift beyond predict & control
7.2.3.1.1. to the action-inquiry focus of dynamic steering
7.2.3.1.2. this takes present-moment awareness organisationally
7.2.3.1.3. and a conscious organisation, not just individuals
7.2.3.2. Dynamic steering aligns us with what's 'requisite'
7.2.3.2.1. it reminds us of the 'inherent perfection' of now
7.2.3.2.2. and drives us to continually evolve into the future
7.2.3.3. Facilitating this requires letting go of old habits
7.2.3.3.1. habits that were healthy in the past, but limit us now
7.2.3.3.2. before old habits can die, new habits must replace them
7.2.3.3.3. new habits grounded in the present that support flow
8. core principles & resulting structures & processes
8.1. Good for a 15 minute introduction!
8.1.1. developed collaboratively by
8.1.1.1. Eric Graham
8.1.1.2. Evan Leonard
8.1.1.3. Brian Robertson
8.1.1.4. Michael Dobbins
8.1.1.5. Joel ?
8.2. Principles
8.2.1. contextual thinking
8.2.1.1. looking first to the organizational culture for cause rather than to the individuals within it
8.2.1.2. to understand
8.2.1.2.1. why
8.2.1.2.2. how
8.2.1.3. Holacracy is a series of organizational practices for creating a context
8.2.1.3.1. that is naturally engaging and brings out the best in people
8.2.1.3.2. where people know they can make a difference
8.2.1.3.3. where the impact of fear and personal needs are diminished
8.2.1.3.4. where more energy is directed toward effectively meeting the organization’s aim
8.2.2. Embracing natural structures
8.2.2.1. everything is
8.2.2.1.1. a whole unto itself
8.2.2.1.2. a part of the larger organization
8.2.2.1.3. Holacracy evokes the best of
8.2.3. Integrate perspectives
8.2.3.1. in any situation we each hold only a partial perspective
8.2.3.2. by skillfully and efficiently integrating multiple perspectives we are able to develop more comprehensive and wise solutions.
8.2.3.3. Integrative decision-making (IDM)
8.2.3.3.1. Holacracy's decision making process
8.2.3.3.2. draws out and integrates all available perspectives within a circle
8.2.3.3.3. energizing and refreshingly non-tedious
8.2.4. Embracing reality as our best teacher
8.2.4.1. The landscape is ever changing
8.2.4.1.1. the best way to learn and evolve
8.2.4.2. Dynamic Steering (sense and respond),
8.2.4.2.1. shortens learning cycles
8.2.4.2.2. rapidly folds learning outcomes back into the structure of the organization itself
8.2.4.2.3. result
8.2.5. Embrace tension and conflict for facilitating organizational alignment
8.2.5.1. reframe tensions
8.2.5.1.1. valuable data that something is out of alignment within the organizational systems
8.2.5.1.2. not
8.2.5.2. governance
8.2.5.2.1. how we work together
8.2.5.2.2. separated from operations
8.2.5.2.3. tensions guide
8.2.5.2.4. result
8.2.6. Evoking intrinsic engagement
8.2.6.1. traditional incentives
8.2.6.1.1. carrots
8.2.6.1.2. sticks
8.2.6.1.3. rules & regulations
8.2.6.2. holacracy
8.2.6.2.1. facilitates the natural engagement that results when people are finding meaning, connection, and growth in their work.
8.2.6.2.2. This starts with having an inspiring organizational purpose.