Tag: holacracy

In a governance meeting with Holacracy, when a proposal is brought to address a tension, everyone can have a chance to raise objections, which need to be integrated as we change the proposal before we get to some final output. This is one of the biggest learning curves for people new to Holacracy, because there’s a very specific definition of objection. And there are actually a few things that must be true for whatever you’re sensing to actually count as an objection that we have to integrate.

And one of those is that whatever you’re sensing, it’s got to be a reason why adopting this proposal would move us backwards or cause harm. Because if it wouldn’t move us backwards or cause harm, if it’s just maybe a better idea, or a way of addressing something else important, then it’s actually a different tension. It’s something else that you might want to add to the agenda, and then we can process it, and then we can get it integrated. But it’s not actually a reason why this proposal is going to cause harm or move us backwards. So that definition and that rule helps us sort through all of those better ideas and other tensions that might otherwise distract us from processing the proposer’s tension.

The Holacracy’s structure resembles how nature organizes systems like the human body, where cells function autonomously within organs, which in turn function autonomously within the body.

The main idea behind this new system is that today’s companies have to survive in an increasingly complex and dynamic environment that requires an equally dynamic organizational structure in order to properly address new challenges and opportunities. The solution germinated from the observation that humans have a unique ability to sense tension within an organization, which is defined as recognizing the gap of what currently exists, and what could be–the current reality… and the sensed potential.

Hsieh explains that the ultimate goal of holacracy is for employees to find that intersection between their passion and what they are really good at and what’s going to move the company forward.

Can your company remain agile and adaptive – even as it scales? Holacracy offers a radical new answer to this question, in the form of a tested and customizable self-management practice. With a Holacracy practice in place, every team member gains the ability to make meaningful decisions and drive change. The approach will allow your team to clarify agreements, set clear expectations, increase transparency and will fundamentally rewire your organization’s approach to power.