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Rewiring Organizational Power

Rewiring Organizational Power. The River Flows Both Ways: International Conference on Sociocracy June 14, 2010. With Sociocratic Circle-Organization. Overview. Opening Round: welcome and introductions Getting Things Done Exercise Sociocracy Background Organizational Structure

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Rewiring Organizational Power

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  1. Rewiring Organizational Power The River Flows Both Ways: International Conference on Sociocracy June 14, 2010 With Sociocratic Circle-Organization

  2. Overview • Opening Round: welcome and introductions • Getting Things Done Exercise • Sociocracy Background • Organizational Structure • Linear Hierarchy • Circular Hierarchy • Double Linking • Closing Round: feedback and reactions

  3. Opening Round • Name • Organization • What do you hope to learn today?

  4. Small Group ExerciseGetting Things Done • Groups of 4-6 • Task: fill in the below table on flip-chart • Group 1 • Person with birthday closest to today is the leader • Leader appoints someone to be the reporter • Leader directs discussion • Group 2 – organize however you like

  5. Integral CommunitySociocratic Circle-Organization Equivalence Vision Mission Aim Connection Effectiveness

  6. Sociocracy Background • Derived by Gerard Endenburg, a Dutch engineer, using analogy to physical systems • Integrated governance and management system • Organizational structure • Decision making • Workflow management • Remuneration system • John Buck: first native English speaker certified as sociocratic consultant and co-author of We the People… • I am working toward certification as a Sociocratic Consultant under John’s mentorship

  7. Organizational StructureLinear Hierarchy • What is the purpose of linear structure? • To get things done (doing) • What is the difference between levels? • Levels of abstraction • How good is that for getting things done? • What is the typical direction of power flow?

  8. Organizational Structureand Power / Feedback power • A linear hierarchy is very effective in getting things done … • … AND it allows the leaders (people at the top) to ignore feedback / input from below • Could a living organism function this way?

  9. Organizational StructureSociocratic Circle Structure • Supports getting things done AND making decisions in a way that includes all levels • Circle Organization Model; can be laid on top of an existing operational structure • Circle: an arena in which things happen

  10. Organizational StructureCircle Characteristics • Vision & Mission: a view of how the world could be, and what the circle can do to achieve this • Domain: an area of responsibility for decision making • Aim • Product or service • Differentiated from other aims • Stated in terms understood by the customer

  11. Detour: Aim RealizationCircular Process • Lead: policies and procedures guide the “doing” • Do: carrying out policies • Measure: feedback on how well the policies work – may influence policy • “Circular process”represented as triangle Lead Measure Do

  12. Organizational StructureOperational (Functional) Circle • Semi-autonomous • Where the “doing” happens • Lowest level of abstraction; highest level of detail • Committees, teams, task forces, etc. • Makes decisions (“leading”) about how it will operate within its domain to realize its aim • Operational Leader (OL) • Guides day-to-day doing • Responsible for aim realization

  13. Organizational StructureOperational Circle Lead Do Measure

  14. GM Organizational StructureLinear and Circular Hierarchy

  15. Organizational StructureGeneral Manager • What about the General Manager (GM)?

  16. Organizational StructureGeneral Circle • GM is the leader of the General Circle (GC) • Who else is on the GC?

  17. Organizational StructureGeneral Circle • OL from each Operational Circle is appointed by (and is part of) GC

  18. Organizational StructureGeneral Circle • Each OC elects one or more representatives to the GC

  19. Organizational StructureGeneral Circle • Coordinates and integrates the actions of all operational circles • Makes decisions on policies affecting more than one circle • Composition • General Manager (GM) guides day-to-day doing and leads staff • OL and one or more elected representatives from each Operational Circle (double link)

  20. Organizational StructureGeneral & Operational Circles

  21. Organizational StructureTop Circle • Does traditional “Board Stuff” • Strategic planning and guidance • Overarching policy • Connects the organization to the environment (expert guidance) • Composition • GM • One or more elected representatives from General Circle (double links with GC) • Outside Experts (aim, governance, finance, law, etc.)

  22. Organizational StructureEntire Organization

  23. Organizational StructureWhat about Power? power • Could a living organism function this way? • NO! There must be feedback (two-way flow of information and power) for life • Power can be defined as “influence” • Circular Hierarchy has built in two-way power flow…

  24. Organizational StructureDouble Links & Power power Top Circle (TC) Triangles represent circular structure AND process! Dashes represent double links AND flow of power! General Circle (GC) Operational Circles (OC) power

  25. Closing Round • How was your experience today? • What feedback do you have?

  26. Questions? Greg Rouillard www.stormintegration.com 720-259-2428

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