Holocracy

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Holocracy (also holacracy; compound from ancient Greek ὁλός holos “complete, whole” and κρατία kratía “ -kratie , rule ”; in English with phonetic alignment holacracy ) is one of the entrepreneur Brian Robertson from Philadelphia ( USA ) based on the sociocracy in his company Ternary Software Corporation developed a system that gives a favorable structure to decision-making “with the desired transparency and participatory participation opportunities ” in large networks and multi-layered companies .

Sample of a Holacracy driven Organization (HolacracyOne on GlassFrog), 11-2016

General

Holokratie intended to provide an organization a specific, centralized set of rules: the "Holokratie Constitution" (Holacracy Constitution) . This set of rules is available under an open license and is continuously developed. The constitution is divided into the following five chapters:

  1. "Fill roles"
  2. "Circle structure"
  3. " Governance Process"
  4. "Operational Process"
  5. "Adoption Matters"

Decision-making according to the principle of "integrative decision-making" forms the basis of dynamic control. It is a process of frequent and small course corrections instead of monumental basic plans (based on the evolutionary principle of natural development). In this way, cumbersome “bureaucratic” processes can be avoided that arise in hierarchical organizations as well as in consensus-oriented communities. Instead, a present-day ability to act grows.

The introduction of this new type of organizational structure can bring more clarity to work processes, redefine the areas of responsibility, simplify and decentralize decisions and, last but not least, increase the creativity and work ethic of employees and positively support their personal development.

Four important guidelines of the holocracy

Double -linking

In order to ensure clear communication between the different circles, holocracy works with double-linking: Each circle elects one (or more) representatives to the next higher circle to which it belongs (rep link), and one (or more) representatives in each the lower circles that belong to him (lead link). Sending to the neighboring districts and integrating them can also make sense. These representatives provide current information from the circle from which they come and represent its interests in the upper / lower neighboring circle. They have equal rights in decision-making in the districts (i.e. their voice must be heard and integrated).

In this way, communication and feedback is not only guaranteed from “top” to “bottom” as in hierarchical organizations , but also from the executors to the planners, managers, etc., i.e. between all participants. Everyone involved in the process is given equal weight, at least on a communicative level. ("Often even the users are asked and their wishes are taken into account.")

Another model of linking groups, but only with one link and intended for organizational upward integration, is the linking pin model .

Separation of control and operational meetings

In the holocratic system, control is distributed in all elements of the organization. In the steering meetings that each group holds, it is considered and decided how to work together in the group: responsibilities and decision-making powers are defined and agreed. This is about the further development and optimization of the operational structure: what does the company need for a smooth process? Resource issues (money, time, personnel) are deliberately not decided in management meetings.

As in many companies, the operational meetings regulate the day-to-day business activities.

A great advantage of this separation is, among other things, that the type of cooperation can be cultivated with great care and thought through to the end without being cut off too early by “too little time, no money, no personnel”.

Responsibilities and roles

Holocracy attaches great importance to working not in traditional organizational charts and office hierarchies, but in roles and responsibilities in the operational process.

Conflicts often arise where responsibilities or roles are not or insufficiently clarified. We think we know what an office worker, cleaning service, team leader, buyer (as an example of roles) is responsible for. We expect them to do certain things without clearly with them agreed to have, and get angry when they do not. - This can cost a company a lot of time and money and often has a negative impact on the working atmosphere. - In the management meetings, such conflicts and tensions are used to develop and optimize the operational structure.

Existing responsibilities and roles are clarified jointly and precisely or new ones created in such a way that all actions required for operation are recorded. This happens before concrete people accept them or they are assigned to them by the head of the group (lead link), who is responsible for personnel and budget, or in a team, with employees or partners with equal rights.

Dynamic control

Important steering decisions are made in each circle with "integrative decision-making", a type of decision in which the voices of all participants are included in a factual manner. It is geared towards useful and correctable , not optimal and fundamental decisions.

Decisions can be changed at any time if they fail in practice. In this case everyone can submit a new proposal. This makes decision-making easier: The search is not for the perfect solution, but for a useful one, and not forever, but for now with the information currently available.

The permanent observation of the practice during the process reveals the details that thinking ahead could not grasp.

Criticism of holocracy

Common problems in holocratic organizations are salary structures and career opportunities. Often an informal hierarchy develops that comes very close to the classic model. In addition, the reporting structure for listed companies cannot simply be left out, so they must also install reporting positions as a holocratic organization.

Another point of criticism is the long set of rules (constitution), which is difficult to internalize. In addition, the step into holocratic organizational forms is usually associated with high costs for consultants and software.

Holocracy in Practice

Holocracy has been implemented by various companies and nonprofit organizations around the world, for example the environmental movement Extinction Rebellion . Examples from Germany are mymuesli , “ Mein Grundeinkommen eV ”, Soulbottles, and Zappos . Example companies from Switzerland are Freitag , Liip and MySign.

See also

literature

Web links

Individual evidence

  1. ↑ Holocracy Constitution on the Holacracy One website
  2. ^ German translation of dwarfs and giants, 2015
  3. ↑ holacracy.org: Article I: Energizing Roles (February 4, 2017)
  4. ↑ holacracy.org: Article II: Circle Structure (February 4, 2017)
  5. ↑ holacracy.org: Article III: Governance Process (February 4, 2017)
  6. ↑ holacracy.org: Article IV: Operational Process (February 4, 2017)
  7. ↑ holacracy.org: Article V (February 4, 2017)
  8. ↑ Johanna Ebeling: The Truth About Holacracy | Johanna Ebeling | tbd.community. Retrieved October 4, 2019 .
  9. ↑ Freedom according to the concept: How the Holacracy management method works | t3n - digital pioneers. Retrieved October 4, 2019 .
  10. ↑ Holacracy: The Hierarchy of Circles. September 5, 2019, accessed October 4, 2019 .
  11. ^ Copyright Haufe-Lexware GmbH & Co KG - all rights reserved: Holacracy: The holocratic organization. Retrieved October 4, 2019 .
  12. ↑ Nora Heer: Agile Management: What can the Holacracy management system really do? June 8, 2018 ( welt.de [accessed October 4, 2019]).
  13. ↑ Who is using Holacracy? . structureprocess.com, accessed June 15, 2019
  14. ^ How the anarchists of Extinction Rebellion got so well organized . In: The Economist . October 10, 2019, ISSN  0013-0613 (English, economist.com [accessed November 6, 2019]).
  15. ↑ Mein Grundeinkommen eV: Starterkit / Checklist. (PDF) Accessed on July 24, 2017 : "As an organization we are structured based on the principles of holacracy"
  16. ↑ Working without a boss all year round Deutschlandfunk , December 28, 2015.
  17. ↑ https://www.zapposinsights.com/about/holacracy
  18. ↑ Holocracy does not mean democracy in the company. Retrieved October 4, 2019 .
  19. ↑ Holocracy instead of hierarchy - what if there were no more bosses? May 1, 2017, accessed October 4, 2019 .
  20. ↑ When the company runs without a boss. Retrieved on October 4, 2019 (Swiss Standard German).