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Holacracy by Mind Map: Holacracy

1. What?

1.1. A practice

1.1.1. for organisations to embed flexibility and effectiveness in their core processes meetings decision-making organisational structure

1.1.2. includes governance practices distributed evolutionary operational practices organised around a different paradigm

1.1.3. result flexible & effective adaptive capacity

1.1.4. goal to achieve the organisation's requisite structure dynamic steering dynamic steering principles and practices are embedded in all meetings

1.2. governance

1.2.1. global governance awake, alive organisations linking to each other to govern their context

1.2.2. governments govern people not organisations

2. key concepts

2.1. organisational structure

2.1.1. roles & accountabilities who are you accountable to? current question what are you accountable for? more useful question eg. roles and circles are the same thing core roles facilitator secretary lead link rep link circle member

2.1.2. dynamic circles agile because self-organising governance meetings circles organised in a holarchy of scope holarchy = natural hierarchy of increasing wholeness broader circles include subcircles both get representation on the other via a 'double link' self-governing circles each circle self-organising does not mean self-directing cross-circle collaboration can happen ad-hoc through teams a circle can be a team when to create a new circle? when a role grows more differentiated and complex when a circle (often the general company circle) begins to split in two

2.1.3. double linking circles connect via a double link 2 people serve on both connected circles lead link rep link linking functional division managing role in a circle (lead link) role representing the interests of the sub-circle in the broader circle (rep link) disentangles conflict of interests suffered by middle managers rep link lead link can focus freely on pursuing the aim defined by management metaphor creates healthy flow of information throughout hierarchical layers management is informed of what is really going on in the circles below it employees can trust that their interests are being represented with higher management

2.1.4. the board a special circle doesn't have a specific scope harnessing the impulse to evolve provides overall aim for organisation by integrating perspectives of contexts via links to entities managing commons questions all decision-making is integrative until delegated to another means no split between governance and operations

2.1.5. result information flow improved throughout organisation change integrated faster without losing control of direction adaptive capacity embedded in structure and processes organisational structure can grow organically with the organisation

2.2. organisational control

2.2.1. dynamic steering allows an organisation to adapt quickly and flexibly to change in and around the organisation is manifested by governance operations individual action shifts focus away from predicting and controlling towards building adaptive capacity guiding principles experiment & adapt focus on present tensions hold aim in mind, steer continuously get real data, steer continously the goal is a workable decision any issue can be revisited at any time delay all decisions short cycles, incremental steps fall back to predict & control dynamic steering operations find & eliminate waste (muda) start where you are, evolve over time identify windows of opportunity - delay decisions to the end focus on shift from "push" to "pull" scheduling means changing your entire business so all processes are grounded in dynaimc steering metaphor riding a bicycle result improves because decisions can be made much quicker when the goal is to make a workable decision better quality decisions in the long run:

2.2.2. integrative decision-making Originality differs from other governance models aim integrate tangible objections into each proposal to make it workable while preventing irrelevant or disruptive discussions not about consensus personal feelings being 'for' or 'against' anything about integrating perspectives finding the workable way forward benefits no one blocks decisions decisions are not 'made' removes the influence of personal concerns moves quickly importance of the facilitator makes sure the team stays within the limits of the governance meeting squashes strong leadership of the process crushes invalid or distracting elements 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 governance governance questions: focus activities output meeting agenda surfacing proposals operational what do we need to do? delegating accountabilities agenda items take 3-5 minutes each facilitator focus operational meetings strategic heartbeat depends on organisation focus on big picture input outputs integrative elections to elect key roles on each circle election after information sharing and integration election process seeks best fit for a role process comes from sociocracy individual action take whatever action is needed be prepared to restore the balance take the need for action to the circle coming full circle heartbeats strategic meetings governance meetings operational

2.3.2. roles facilitator ensures the team follows the optimal meeting process meetings result elected by circle hints interactions with secretary aims and accountabilities secretary role aim accountabilities challenging role 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 aim/purpose why the circle exists given by broader circle strategic direction mission, goals, etc what big things are we pursuing now? uncovered in strategy meetings roles & accountabilities how will we work together to get there? clarity governance defined in governance assigned operationally projects what needs to get done to get us there? easy to confuse with actions managed in tactical meetings actions what concrete actions are needed? easy to confuse with projects 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 obstacles to flow waste 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 in all roles in all circles 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 facilitation process focus (judiciary) leadership output focus (executive) 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 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 embedding into the structure of the organisation the ability to transform needs and tensions making it clear who takes decisions on what

3.2.2. result 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 resilient embracing change

3.3.3. metaphor 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 initiate new meeting practice operational meetings

4.4.2. flexible & workable modular an organisation can start working in a single team or department can start with facilitating a set number of meetings awareness of what is workable and how to integrate tensions into the process part of the holacracy approach anyway!

4.4.3. tailor-made organisation chooses how to position the change profile

5. exercises

5.1. scenario

5.1.1. invent simple scenario some new process we pulled it off, but only just 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 present proposal answer clarifying questions reaction round amend and clarify objection round integration (if needed) amend proposal by integrating perspectives 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 getting things done David Allen death by meeting Patrick Lencioni agile estimating and planning Mike Cohn

6.6.3. Type models that support holacracy Core booklets understanding yourself and others the 16 personality types advanced material an introduction to the Personality Type code 8 keys to self-leadership

6.6.4. developmental models that support Holacracy articles by Susanne Cook-Greuter leadership agility Bill Joiner & Stephen Josephs

6.6.5. Other background models & materials informing Holacracy seeing systems Barry Oshry Leading systems Barry Oshry Requisite organisation Elliot Jacques Sociocracy the organisation of decision-making Integral Theory a Brief history of everything Andrew Cohen's teachings of Evolutionary Enlightenment The 5th Discipline 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' to consciously find and pursue its own calling to be what the world needs the organisation to be 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 the end goal is not meeting ego needs shareholders employees customers etc it's about helping something new unfold into the world egos become cherished sensors for the organisation

7.2. facilitation

7.2.1. reframing Behaviour that is healthy in a pathological environment becomes pathological in a healthy environment source unknown holacracy reframes 'healthy' facilitation behaviours once helpful become limiting new behaviours and aims are now practical even the 'feel' of effective facilitation shifts at first this will be uncomfortable

7.2.2. beyond the personal means holding space for the organisation's voice focusing on the aim & holding the process as sacred inviting the people to take care of themselves requires modeling a new way of decision-making one that honours ego without attaching to it so that we can all get out of our own way takes courage to move beyond our discomfort to rigidly stick to the process when needed to ruthlessly crush others when needed and the wisdom to know how that's truly helpful and the compassion to enact it without levying judgement

7.2.3. at the edge of now Holacracy helps shift beyond predict & control to the action-inquiry focus of dynamic steering this takes present-moment awareness organisationally and a conscious organisation, not just individuals Dynamic steering aligns us with what's 'requisite' it reminds us of the 'inherent perfection' of now and drives us to continually evolve into the future Facilitating this requires letting go of old habits habits that were healthy in the past, but limit us now before old habits can die, new habits must replace them 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 Eric Graham Evan Leonard Brian Robertson Michael Dobbins Joel ?

8.2. Principles

8.2.1. contextual thinking looking first to the organizational culture for cause rather than to the individuals within it to understand why how Holacracy is a series of organizational practices for creating a context that is naturally engaging and brings out the best in people where people know they can make a difference where the impact of fear and personal needs are diminished where more energy is directed toward effectively meeting the organization’s aim

8.2.2. Embracing natural structures everything is a whole unto itself a part of the larger organization Holacracy evokes the best of

8.2.3. Integrate perspectives in any situation we each hold only a partial perspective by skillfully and efficiently integrating multiple perspectives we are able to develop more comprehensive and wise solutions. Integrative decision-making (IDM) Holacracy's decision making process draws out and integrates all available perspectives within a circle energizing and refreshingly non-tedious

8.2.4. Embracing reality as our best teacher The landscape is ever changing the best way to learn and evolve Dynamic Steering (sense and respond), shortens learning cycles rapidly folds learning outcomes back into the structure of the organization itself result

8.2.5. Embrace tension and conflict for facilitating organizational alignment reframe tensions valuable data that something is out of alignment within the organizational systems not governance how we work together separated from operations tensions guide result

8.2.6. Evoking intrinsic engagement traditional incentives carrots sticks rules & regulations holacracy facilitates the natural engagement that results when people are finding meaning, connection, and growth in their work. This starts with having an inspiring organizational purpose.