Why do organizations choose self-organization based on Holacracy?
Holacracy creates more space for work happiness, innovation and quick scaling up.
Ready to go
Organizing ‘Teal’ style is aimed at wholeness, self-control / autonomy, and evolutionary purpose.
If a transformation to this new way of organizing seems attractive, Holacracy provides a ready-made answer to what that new organization looks like. Compare it to a make or buy decision for the software that the company uses. You can choose to invent the self-management method yourself and develop it internally, or you can buy the tools . In our view, Holacracy is the most complete answer with which an organization can get to work quickly with the right guidance.
Engagement and motivation
The degree of active involvement (engagement) and motivation of employees in organizations is alarmingly low worldwide (Gallup). Daniel H. Pink (author: Drive) described what motivates people in their work: autonomy, mastery and meaning.
Holacracy offers all these aspects. It is aimed at as much autonomy as possible through the principle of distributed authority. It gives people the chance to become really good at work, or to develop mastery in roles. Instead of a situation where employees who function well in their current job, receive promotion on promotion until this leads to incompetence (Peter principle).
Meaning – or ‘purpose’ – is ingrained in Holacracy at all levels. For every role, every circle, the entire organization has been made explicit what the contribution is to the larger whole. People can find the roles whose purpose resonates and is in line with their own.
As an organization grows, bureaucracy in the organization almost automatically increases and the innovative capacity per capita decreases. Is that a ‘bug’ of the system or is it an inherent feature that goes with the conventional way of organizing. Holacracy helps scale without this automaticity. Just as a city can also grow without each inhabitant suddenly being less self-reliant.
Agile and open
The industrial revolution has brought us a lot of good, but is now stuck in many areas. At this moment we are living at a tipping point in history. More ‘business as usual’ is no longer desirable or possible in almost any sector. Think of the energy sector, food production, health care, education, the financial sector, mobility, and so on. Old ways no longer work and become even destructive if they remain unchanged. The old one is crumbling, while the new one is not quite there yet.
It unfolds. The outside world is rapidly changing, uncertain, complex and ambiguous (VUCA world). We will have to organize ourselves to be agile and to be open to what wants to emerge, instead of sticking to the old. No longer predicting and controlling, but quickly integrating every new perspective, that is what the Holacratic tools help with.
Agile, robust, resilient, all are attractive features for an organization. Holacracy gives the organization the extra opportunity to be anti-fragile. This means that it learns, and develops from everything that it has to deal with. No managers or heroic types who, like a ‘thief’, deprive the organization of the opportunity to profit and learn from challenges and opportunities. Instead, the members of the organization discuss and decide which ongoing appointment can be made so that the organization can deal with the same phenomenon independently.