Imagine an organization where everyone, from the top to the bottom, had a voice and a right to use it in any decision. Imagine going to work and knowing that no decision that affects your work could be made behind closed doors and without your consent. Imagine a workplace where your thoughts and feelings were embraced in the decision-making process, and your agreement, like that of each of your colleagues, was needed for steps to be taken. I can imagine that workplace — and I, for one, would not want to work there. More »
The Holacracy operating system distributes power throughout an organization, by defining roles with the accountability and authority to make various decisions and take action – authority no one else can “trump”. So, without a heroic leader to complain to, and without politics as a useful means of influence, then what do I do when a decision or action by one person triggers tension for me? I get this question a lot when coaching organizations adopting Holacracy. More »
Despite the implicit nature of our expectations, we often apply them to others as if they were clearly the right thing, and sometimes even wield them over others as a weapon – especially when we’re frustrated. That is, until we’re the target of someone else’s implicit expectations, and then we cry foul – “that wasn’t clear to me!” Perhaps we declare the expectations unreasonable, or kick ourselves for not doing better. And ultimately, what else can we do? We must expect things of each other to work together effectively. More »
One of the exciting things to me about working in HolacracyOne (the organization behind Holacracy) is that we eat our own dog food, as the idiom goes – we use Holacracy to organize the company. Last year we took a major step forward in this regard – we adopted the Holacracy Constitution in our legal bylaws, and built a novel legal structure for the organization around that foundation. More »
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