Pdf [La révolution Holacracy] Ì Brian J. Robertson

  • Kindle Edition
  • 256
  • La révolution Holacracy
  • Brian J. Robertson
  • French
  • 08 May 2018
  • null

Brian J. Robertson × 7 READ

READ La révolution Holacracy 107 Cision L'holacracy Des réunions clairement ciblées et cohérentes Une structure organisationnelle évolutive Une conception locale et distribuée de l'organisation Une structure claire pour une prise de décision distribuée Je vous recommande vivement cet ouvrage comme bible Holacracy si vous recherchez une nouvelle méthode de travail Tony Hsi. I read this book because it was discussed in Reinventing Organizations as a complete system for running things under self organising principles Unlike Reinventing Organizations this book is not intended to be an inspirational guide at least I don t think so Instead it is meant to present the management system that is Holocracy walk us through its elements its processes its systems and help us in deciding if we want to adopt it The great advantage of adopting this management system is that it is fully developed tried testing and mature Attempting to redo this from scratch I think would be ludicrous Then again some aspects of the system may not be appealing to someIn essence it is a management system that replaces the traditional tree like hierarchical structure that is so limiting and stifling by a network of roles and circles of connected roles that continuously evolve under the natural forces at play in the organisation Roles have specific authorities and accountabilities and have full control and authority of them Circles also have specific authorities and accountabilities and have connections to the parent or sibling circles through links Everything is stirred through two types of meetings tactical meetings for processes and operations and governance meetings to discuss evolve and change roles and accountabilities All tensions are processed during meetings and nothing that needs to be dealt with is left out either on purpose or accidentally The system itself regardless of the individuals involved makes sure of thatThe most important strengths of the system are that is it is evolutionary and focused on the organisation and its purpose not on people likes and dislikes egos and insecurities Through this focus every person filling every role is allowed the freedom and creativity to do whatever they can think of to further the organisation s purpose This makes people owners of their accountabilities and the evolutionary nature of the dynamic process allows them to grow develop their skills and evolve into different roles to which they are either suited or in which they fell useful and fulfilled It does to me seem very appealing as a management system in which people can learn to fully express themselves and mature into autonomous productive creative fulfilled free thinkers no matter what their roles and accountabilities are

REVIEW La révolution HolacracyLa révolution Holacracy

READ La révolution Holacracy 107 E prendre des décisions en fonction de la nature de leur travail leurs rôles et non de leur titre leur poste Il en résulte Le management traditionnel Des réunions pénibles déstructurées ou peu structurées Une structure organisationnelle rigide Une conception organisationnelle axée sur le PDG Les managers sont des freins à la prise de dé. Holacracy is a governance system and a registered trademark owned by HolacracyOne The word Holacracy is very easy to confuse with holocracy with an o which means universal democracy Robertson s aim with the system is to harness the tremendous sensing power of the human consciousness available to our organizations p 7 This harnessing is done by a set of core rules p 12 The Holacracy constitution acts as the core rule book for the organization p 21 Robertson hopes that his readers will approach the book not as a set of ideas principles or philosophies but as a guide to a new practice pp 13 14Brian Robertson s book is very readable and informative I share Robertson s view on the problems associated with predict and control p 7 and his interest in finding better ways to work together p 12 but I can also see problems with heavily rule based approaches I think there s a fundamental difference between following rules and honoring agreements Rules are externally focused while agreements are internal because they are directly linked to will Agreements not rules are the glue that ties commitment to resultsBrian Robertson focuses on practices in his book while my interest primarily is on principles This doesn t mean that I think practices are unimportant I share however Ralph Waldo Emerson s view that The man who grasps principles can successfully select his own methods The man who tries methods ignoring principles is sure to have trouble To paraphrase Emerson the man who focus on rules and processes ignoring principles is sure to have trouble I also think that processes need to grow or evolve from their specific context Each situation is uniue in some way small or largeFor Brian Robertson it s very important to prevent others from claiming power over you p 21 This is done by establishing a core authority structure and a system that empowers everyone p 21 The power is in the process which is defined in detail p 21 For me harnessing true self organization and agility throughout an enterprise p 20 is an oxymoron a contradiction in terms Harnessing self organization might actually kill it I suspect people might decide to withdraw their engagement if they realize that they are harnessed for the benefit of the organization onlyBrian Robertson defines a circle not as a group of people but as a group of roles p 48 The basic circle structure consists of nested circles p 47 Robertson calls the hierarchy of nested circles a holarchy p 46 Arthur Koestler defines a holon as a whole that is a part of a larger whole and a holarchy as the connection between holons p 38 I d challenge that a hierarchy of nested circles really is a holarchy A person certainly is a holon but I doubt that a role in itself is a holon What inherent wholeness does a role have if people are needed to energize the role and enact its accountabilities p 43 Having said that I do think that a group of people can become and act as a holon under certain circumstances Maybe Bohmian Dialogue the U process and Open Space Technology are examples when such circumstances can occurThe nested circles in the basic circle structure are linked via two special roles the Lead and Rep Links p 49 The idea behind this interlinking of circles comes from the Sociocratic Circle Organization Method Sociocracy which was invented by Gerard Endenburg in the 1970s Brian Robertson tried to patent the idea Pub No US2009006113 A1 Fig 4 but subseuently abandoned the patent application Other ideas in the patent application similar to Sociocracy are the decision making Fig 6 governance meeting Fig 8 and role election Fig 9 processes A significant difference between Sociocracy and Holacracy is that all roles are elected in Sociocracy while only the Rep Link Facilitator and Secretary are elected roles in Holacracy p 57 Holacracy is also prescriptive The responsibility of people in a Holacracy is to act as role fillers This is a sacred duty and an act of love and service not for your own sake but nonetheless of your own free will p 85 Holacracy empowers you to use your own best judgment to energize your role and do your work p 97 I cannot help but wonder why people can t empower themselves Why do you need the permission of a system to use your own best judgment in your workIn addition to the basic responsibility as role fillers people also have specific duties in offering transparency processing reuests and accepting certain rules of prioritization p 92 Transparency and effectiveness are important in Sociocracy too However euivalence doesn t seem to be as important in Holacracy as in Sociocracy In Holacracy the process is all that matters and the process will take care of everything else p 111 The rules in Holacracy create a sacred space that frees each of us to act as sensors for the organization without drama getting in the way p 110 As long as the process is honored you really don t care how anyone feels at least not in your role as facilitator p 110 I ask myself aren t feelings important if people are going to be able to act as sensors The answer Brian Robertson gives is that it s about processing tensions for the sake of our roles which ultimately serve the organization s purpose p 113 This keeps the organization from being overly influenced by individual feelings and opinions that are not relevant to the work p 116 He assures that No one s voice is silenced yet egos aren t allowed to dominate p 117 Well really Yes says Robertson Holacracy seeks to process every tension and be truly integrative it s also a recipe for not letting ego fear or groupthink hinder the organization s purpose p 125 Playing politics loses its utility p 126 I think that the politics of identifying issues and building support that is strong enough to result in action will always be there It s great if the politics can be channeled through Holacracy If not it will go undergroundOne of Brian Robertson s favorite metaphors used to illustrate the dynamic steering and constant weaving is riding a bicycle p 129 Interestingly this is the same metaphor which Gerard Endenburg uses to illustrate the circle process in Sociocracy References G Endenburg Sociocracy The organization of decision making pp 16 18 and G Endenburg Sociocracy As Social Design pp 67 71 Robertson explains that Dynamic steering means constant adjustment in light of real feedback which makes for a organic and emergent path p 129 Dynamic steering done well enables the organization and those within it to stay present and act decisively on whatever arises day to day p 130 The focus is on uickly reaching a workable decision and then let reality inform the next step p 131 As in Sociocracy any decision can be revisited at any time p 131 I think the dynamic steering is a major strength of both Holacracy and SociocracyHolacracy defines the organization as an entity that exists beyond the people with its own purpose to enact and with work to do beyond just serving the people doing that work p 148 This is also why Holacracy isn t a governance process of the people by the people for the people but of the organization through the people for the purpose p 34 Holacracy differentiates between the human community and the organizational entity p 149 and between the role and soul pp 42 46 To summarize Holacracy s systems and processes are about continually helping the organization find its own uniue identity and structure to do its work in the world while protecting it from human agendas egos and politics p 199 Still the organization needs human beings to energize and enact all its rolesHolacracy is a big shift p 145 Brian Robertson emphasizes that you can t really practice Holacracy by adopting only part of the rules but you can take on all of the rules in only part of the company p 147 Holacracy isn t for everyone Robertson has seen organizations where it just didn t stick p 167 The three most common scenarios he has identified are The Reluctant to Let Go Leader The Uncooperative Middle and The Stopping Short Syndrome p 167 The last scenario is perhaps the most insidious p 170 because slowly and almost imperceptibly the change starts to fade p 170 At best the organization ends up with a surface level improvement only p 171 I don t think this is a scenario uniue to Holacracy Regardless Robertson claims that a majority of the Holacracy implementations he has witnessed seems to result in lasting transformation p 173Brian Robertson acknowledges at the end of the book that he is grateful to his mother for her great job in catalyzing the development of his strong and healthy ego p 211 Robertson writes that he has a solid sense of self throughout p 211 Unless he hadn t had such a strong and healthy ego he wouldn t have needed a system capable of protecting others from it p 212 To me this sounds contradictory I can understand if a person with a weak ego seeks protection in rules but not why others would need protection from a person with a solid self and healthy ego Maybe there are some deeply human needs behind Brian Robertson s birthing of Holacracy For one reason or another Robertson perceives a need for a strong rule based system It s up to you to decide if you need such a system too If so it s called Holacracy

REVIEW × eBook, PDF or Kindle ePUB × Brian J. Robertson

READ La révolution Holacracy 107 AVANT PROPOS DE BERNARD MARIE CHIUET IGI PARTNERS Le modèle Holacracy a bouleversé mon univers David Allen Voici enfin un ouvrage du créateur de Holacracy ui montre le fonctionnement et la mise en oeuvre de ce nouveau système révolutionnaire de management des entreprises Holacracy est un système très structuré offrant aux gens le pouvoir d. Holacracy is a system for structuring a business through peer to peer self organization and distributed control in which we all get to be adults togetherokay so 1 Holacracy doesn t stand up under Marxian analysis Power is not actually being distributed when workers are still selling their labor and the value of their efforts is taken as profit by the business owner2 Holacracy is designed for the perfect rational human without personality relationships or ego It is deliberately designed to create a healthy separation between the personalinterpersonal and the organization Robertson considers this a deeper honoring of the personal by keeping it entirely out of the workplace I mean sure props for being open and honest about the neoliberal wish to erase the messy realities of human behavior and human needs The Holacracy is only concerned with the relationship between roles It is literally designed to make people into perfect replaceable cogs Under Holacracy how two people might communicate is as unregulated as possible In this way Holcracy allows the organization to functionally optimally however we humans decide to relate to one another personally it keeps human values out of the organizational space italics in the originalYou know what we get when human interaction is unregulated and only the roles in a business matter We get Fox News and The Chicago PD This is what you get when only results countThe organization is now an entity in its own right and specifically it s a capitalist entity It s not an organization of people Humans are merely another resource to be juiced for capital This isn t anything new but celebrating it like this is extraordinary And Robertson seriously is celebratingWhen the David Allen Company was going through this transition to Holacracy many of the people within were struggling with the shift to a impersonal approach They d worked hard for years to build a very close warm intimate culture and you could feel it the minute you walked into their building It seemed like a great place to work where people trusted each other listened to each other and shared a deep connection In the process of installing Holacracy we were deliberately tearing out that carefully woven fabric of relationships from the way people did their work and many people found the change uite jarring But Holacracy wasn t removing all of their hard won connectedness and trust just moving it into a different space and liberating it from organizational matters p 199Yeah the employees could be as trusting and empathic as they liked as long as it was out of business hours How frustrating that humans are humans 247 In a perfect Neoliberal world we would turn that off while we were at our desks and only switch it back on in time to buy consumer goods and binge watch Netflix to hide our existential sorrow Holacracy offers a plan to minimize the evidence of humanity in the workplace All hail Holacracy