Rewiring Rewiring Organizational PowerOrganizational Power

With Sociocratic Circle-OrganizationWith Sociocratic Circle-Organization

The River Flows Both Ways:The River Flows Both Ways:

International Conference on International Conference on SociocracySociocracy

June 14, 2010June 14, 2010

OverviewOverview

Opening Round: welcome and introductionsOpening Round: welcome and introductions Getting Things Done ExerciseGetting Things Done Exercise Sociocracy BackgroundSociocracy Background Organizational StructureOrganizational Structure

– Linear HierarchyLinear Hierarchy– Circular HierarchyCircular Hierarchy– Double LinkingDouble Linking

Closing Round: feedback and reactionsClosing Round: feedback and reactions

Opening RoundOpening Round

NameName OrganizationOrganization What do you hope to learn today?What do you hope to learn today?

Small Group ExerciseSmall Group ExerciseGetting Things DoneGetting Things Done Groups of 4-6Groups of 4-6 Task: fill in the below table on flip-chartTask: fill in the below table on flip-chart Group 1Group 1

– Person with birthday closest to today is the leaderPerson with birthday closest to today is the leader– Leader appoints someone to be the reporterLeader appoints someone to be the reporter– Leader directs discussionLeader directs discussion

Group 2 – organize however you likeGroup 2 – organize however you like

Name Organization Structure Decisions MadeQuality of Experience

Bob Workplace Linear hierarchy By the boss Miserable

Etc…

Integral CommunityIntegral CommunitySociocratic Circle-Sociocratic Circle-OrganizationOrganization

Vision Mission

Aim

Sociocracy BackgroundSociocracy Background

Derived by Gerard Endenburg, a Dutch engineer, Derived by Gerard Endenburg, a Dutch engineer, using analogy to physical systemsusing analogy to physical systems

Integrated governance and management systemIntegrated governance and management system– Organizational structureOrganizational structure– Decision makingDecision making– Workflow managementWorkflow management– Remuneration systemRemuneration system

John Buck: first native English speaker certified as John Buck: first native English speaker certified as sociocratic consultant and co-author of sociocratic consultant and co-author of We the We the People…People…

I am working toward certification as a Sociocratic I am working toward certification as a Sociocratic Consultant under John’s mentorshipConsultant under John’s mentorship

Organizational Organizational StructureStructureLinear HierarchyLinear Hierarchy

What is the purpose of linear structure?What is the purpose of linear structure?– To get things done (To get things done (doingdoing))

What is the difference between levels?What is the difference between levels?– Levels of abstractionLevels of abstraction

How good is that for getting things done?How good is that for getting things done? What is the typical direction of power flow?What is the typical direction of power flow?

Organizational Organizational StructureStructureand Power / Feedbackand Power / Feedback

A linear hierarchy is very effective in getting things done …A linear hierarchy is very effective in getting things done … … … AND it allows the leaders (people at the top) to ignore AND it allows the leaders (people at the top) to ignore

feedback / input from belowfeedback / input from below Could a living organism function this way?Could a living organism function this way?

Organizational Organizational StructureStructureSociocratic Circle StructureSociocratic Circle Structure Supports getting things done AND making Supports getting things done AND making

decisions in a way that includes all levelsdecisions in a way that includes all levels Circle Organization Model; can be laid on top Circle Organization Model; can be laid on top

of an existing operational structureof an existing operational structure Circle: an arena in which things happenCircle: an arena in which things happen

Organizational Organizational StructureStructureCircle CharacteristicsCircle Characteristics Vision & Mission: a view of how the world Vision & Mission: a view of how the world

could be, and what the circle can do to could be, and what the circle can do to achieve thisachieve this

Domain: an area of responsibility for Domain: an area of responsibility for decision makingdecision making

AimAim– Product or serviceProduct or service– Differentiated from other aimsDifferentiated from other aims– Stated in terms understood by the customerStated in terms understood by the customer

Detour: Aim Detour: Aim RealizationRealizationCircular ProcessCircular Process Lead: policies and Lead: policies and

procedures guide the procedures guide the “doing”“doing”

Do: carrying out Do: carrying out policiespolicies

Measure: feedback Measure: feedback on how well the on how well the policies work – may policies work – may influence policyinfluence policy

““Circular process” Circular process” represented as represented as triangletriangle

Measure

Lead

Do

Organizational Organizational StructureStructureOperational (Functional) Operational (Functional) CircleCircle Semi-autonomousSemi-autonomous Where the “doing” happensWhere the “doing” happens

– Lowest level of abstraction; Lowest level of abstraction; highest level of detailhighest level of detail

– Committees, teams, task forces, Committees, teams, task forces, etc.etc.

Makes decisions (“leading”) Makes decisions (“leading”) about how it will operate within about how it will operate within its domain to realize its aimits domain to realize its aim

Operational Leader (OL)Operational Leader (OL)– Guides day-to-day doingGuides day-to-day doing– Responsible for aim realizationResponsible for aim realization

Organizational Organizational StructureStructureOperational CircleOperational Circle

Lead

DoMeasure

Organizational Organizational StructureStructureLinear and Circular Linear and Circular HierarchyHierarchy

GM

Organizational Organizational StructureStructureGeneral ManagerGeneral Manager

What about the General Manager (GM)?What about the General Manager (GM)?

Organizational Organizational StructureStructureGeneral CircleGeneral Circle

GM is the leader of the General Circle (GC)GM is the leader of the General Circle (GC) Who else is on the GC?Who else is on the GC?

Organizational Organizational StructureStructureGeneral CircleGeneral Circle

OL from each Operational OL from each Operational Circle is appointed by Circle is appointed by (and is (and is part of) part of) GCGC

Organizational Organizational StructureStructureGeneral CircleGeneral Circle

Each OC elects one or Each OC elects one or more representatives to more representatives to the GCthe GC

Organizational Organizational StructureStructureGeneral CircleGeneral Circle Coordinates and integrates the actions of all Coordinates and integrates the actions of all

operational circlesoperational circles Makes decisions on policies affecting more Makes decisions on policies affecting more

than one circlethan one circle CompositionComposition

– General Manager (GM) General Manager (GM) guides day-to-day doing guides day-to-day doing and leads staffand leads staff

– OL and one or more elected OL and one or more elected representatives from each representatives from each Operational Circle (double Operational Circle (double link)link)

Organizational Organizational StructureStructureGeneral & Operational General & Operational CirclesCircles

Organizational Organizational StructureStructureTop CircleTop Circle Does traditional “Board Stuff”Does traditional “Board Stuff”

– Strategic planning and guidanceStrategic planning and guidance– Overarching policyOverarching policy

Connects the organization to the Connects the organization to the environment (expert guidance)environment (expert guidance)

CompositionComposition– GMGM– One or more elected One or more elected

representatives from General representatives from General Circle (double links with GC)Circle (double links with GC)

– Outside Experts (aim, Outside Experts (aim, governance, finance, law, etc.)governance, finance, law, etc.)

Organizational Organizational StructureStructureEntire OrganizationEntire Organization

Organizational Organizational StructureStructureWhat about Power?What about Power?

Could a living organism function this way?Could a living organism function this way? NO! There must be feedback (two-way flow of information NO! There must be feedback (two-way flow of information

and power) for lifeand power) for life Power can be defined as “influence”Power can be defined as “influence” Circular Hierarchy has built in two-way power flow…Circular Hierarchy has built in two-way power flow…

Organizational Organizational StructureStructureDouble Links & PowerDouble Links & Power

Triangles represent circular structure AND process!

Dashes represent double links AND flow of power!

Closing RoundClosing Round

How was your experience today?How was your experience today? What feedback do you have?What feedback do you have?

Questions?Questions?

Greg RouillardGreg Rouillardwww.stormintegration.com

720-259-2428720-259-2428