Change is everywhere now, and it's both frightening and exhilarating depending on where you stand. How do we cope, as people and as organizations? Is survival the only goal here? Or can we change in more lasting and meaningful ways, even in the midst of crisis, and even with many of us working from home? If so, where do we start?
Diederick Janse is co-author of the Dutch book Getting Teams Done and Holacracy Master Coach & Trainer. During the online Meetup 'Navigating Organizations in Disruptive Times' in May 2020 he shared the differences he saw between organizations that are more hierarchical and companies that are used to being self-organized.
Diederick Janse is co-founder of Energized.org and co-author of the book "Getting Teams Done". In 2015 he supported Voys with adopting Holacracy as an organization model. Diederick answers the 10 most frequently asked questions about Holacracy.
Holacracy is a practice. And people practice it. Every context has a different vibe and dynamic. Holacracy has a different flavor for everybody. This is a collection of personal stories of people practicing it.
A self-organization company is where no one has power over others. No one ‘manages’ others, all roles and circles lead themselves. In service of purpose.
When practicing Holacracy, employees don't have a function title but a unique package of roles. How do you determine how every person should be compensated? Holacracy is one of the possibilities to give structure to self-organization, among other things by introducing roles. This is guaranteed to trigger the issue of reward. And as with more issues, Holacracy does not answer it, but it does offer the tools to do something with that trigger.
Holacracy is a practice. And people practice it. Every context has a different vibe and dynamic. Holacracy has a different flavor for everybody. This is a collection of personal stories of people practicing it.
It’s the story of a boys’ dream. Stijn Nijhuis and Koen van Geffen were childhood neighbors. They started their company in the attic and now run a successful international business that’s scaling up fast and now having already 425 employees working with Holacracy internationally in just a few years.
Our company had to go from start-up to scale-up, but how?’ Pitrik van der Lubbe talks about his company’s struggles, choices and challenges.
What are the similarities and differences between Holacracy® and Sociocracy 3.0 (S3)? Why do organizations choose these styles of self-organization as an alternative to the traditional management hierarchy? The professionals from Rebelwise and Energized.org have years of experience in the field of self-organization. Therefore both organizations did research to look for the similarities and differences between S3 and Holacracy. During a meetup we collected information and enriched the data with the insights of practitioners and experts.
