An introduction to Sociocracy
AAEV 15th June 2008 "Sociocracy vests power in the group of people who interact regularly around a common aim"
Why Sociocracy?
Sociocratic organisations report: Clearer decisions Greater ability to delegate Increased ownership Commitment to difficult decisions Reduction in meeting time Higher quality meetings Better communication flow through organisation Less tension Greater innovation
Ultimately the reason to adopt Sociocracy is to help realise the organisation's vision, mission and aim.
Background
Sociocracy is a decision-making and governance method that allows an organisation to manage itself as a dynamic entity Sociocracy literally means 'rule by the people who have a social relationship with each other'. Sociocracy derives it's name from the Latin socius, meaning "associates" or "companions". Kees Boeke, a Dutch educational reformer, Quaker and management scientist experimented with sociocractic ideas at his school during WWII One of his pupils, Gerard Endenburg used his knowledge of systems theory and steering to develop sociocracy in the late 1960s Many organisations in Europe (particularly in The Netherlands), The US and Latin America operate sociocratically In the Netherlands, in divisions of Shell, Heineken, Mars and Pfizer it has demonstrated that it is more productive Several Dutch University business schools now teach it
The Four Key Concepts
CIRCLES CONSENT
DOUBLE LINK
SOCIOCRATIC ELECTION
People must consent to work together in pursuit of the shared vision. Therefore consent is the underlying principle of governance
1. Introducing circles
CIRCLES
Traditional organisational structure
Why the circle structure?
Informal discussion
Why the circle structure?
Integration of the traditional organisational structure with the social circle structure
In a sociocratic organisation the structure is of work, not power. The power is shared by everyone.
Circle structure
Getting things done efficiently requires a clear structure for directing work and accountability
However policy making and evaluating are most innovative when looked at from many perspectives
Circles = policy making & planning (leading) MEASURING Traditional hierarchy = implementation (doing) Circles = evaluating (measuring) LEADING
DOING
Scope of circle
Each circle is organised around their common aim, eg: farm circle, neighbourhood group circle Each circle must have single shared mission For efficiency a circle should be up to 12 people Each circle is responsible for setting policy within its own domain Each circle needs a facilitator and a secretary Consent decision making occurs within each circle Sociocratic elections occur within each circle Circles are double linked to higher circle A sociocratic circle is a roundtable for making decisions as peers
2. Consent decision making
CIRCLES CONSENT
The people's consent is the foundation for all other decisions leadership is impossible without a clear mandate to lead For policy decisions the circle would use consent decision making Many forms of decision making, each useful in different circumstances For everyday operational decisions the circle can choose [by consent] which to use: Autocratic Majority vote Consensus, etc
Consent decisions are made around specific proposals from a circle or an individual Consent is different to consensus Consensus is unanimous and requires everyone to agree with the proposal Consent requires the proposal only to be something everyone can live with, even though you may not agree
Consent decision process
1. 1. Present Present proposal proposal 2. 2. Clarifying Clarifying questions questions 3. 3. Quick Quick reactions reactions
4. 4. Consent Consent round round
Discussion Discussion (if (if needed) needed)
NO
Any Any objections? objections?
YES
Next Next agenda agenda item item
Facilitator Facilitatoramends amends proposal proposal Brief Briefdialogue dialogue(2-3 (2-3people) people) Free Freediscussion discussion amendment amendment Refer to higher or lower Refer to higher or lowercircle circle Refer Referto toResearch ResearchTask TaskForce Force Refer Referto toResolution ResolutionTask TaskForce Force Refer Referback back to tooriginator originatorto torework rework "How "Howmight might we wesolve solvethis?" this?" round round Conduct an experiment Conduct an experiment
Range of tolerance
'Is this proposal within my range of tolerance?' 'Is it good for the community as a whole?' (organisational) 'It might not be my preference but can I live with it?' (personal) My personal range of tolerance INFORMS but does not DEFINE my range of tolerance for organisational decisions
Objections (paramount & reasoned)
'My preference'
Objections (paramount & reasoned)
'I can tolerate this' 'It's a stretch but I can live with it'
Seeking common ground
Common ground exists where our ranges of tolerance overlap Seeking the 'sweet spot' where everyone 'can live with it'
3. Double linking
CIRCLES CONSENT
Double linking means having two people participate in the next higher circle:
"Top circle" "General circle" "Circles"
DOUBLE LINK
Downlink - The coordinator of each circle is appointed by the higher circle Uplink - Representatives are elected by the circle to sit on the next higher circle Double linking ensures better communication flow If general circle consists of 12 people = 6 double linked circles
4. Sociocratic elections
CIRCLES
Elections are Sociocracy at it's best! Election process: Review role & term of office
CONSENT
DOUBLE LINK
SOCIOCRATIC ELECTION
Submit ballots everyone writes their name and the person they're nominating on a piece of paper State reasons everyone in turn briefly explains why they chose their candidate Make changes election leader asks for any changes Open discussion only if needed Propose candidate numeric majority and weight of reasons used to propose candidate with strongest support Consent round for proposed candidate. Proposed candidate asked for no objection last
Consistency & transparency
Build trust between villagers and committees Committees are most commonly criticised for a lack of: Consistency Transparency Documentation Create standard processes, document and publish them Gift to the village by Dutch company Mavim of 'Rules 2008' Train 5 villagers and start using software to manage all village processes Each circle would have a place on the website to publish their mission, minutes, plans, processes, etc Central online store for all village information
Next steps
Two more information sessions Mavim training session on 1st July Resolution to the AGM to adopt this model: community wide everyone has to commit to using the method Training by certified Sociocracy trainer funding? Form first two circles: top circle and implementation circle Create circle structure something like:
Working concept
Lot Owners via AGM Top Circle Works Circle
Re-tasked Services committee to include ALL maintenance, merging some previous responsibilities of the NEC & Services committees.
Enterprise Circle
General Circle
Arts Circle
Permaculture Circle
Neighbour -hood Circle
Re-tasked NEC committee, handed-over maintenance issues to Works. Concentrate on overseeing and educating on permaculture principles.
Coordinators and representatives of neighbourhood groups make up neighbourhood circle.
Outcomes
Key expected outcomes: Sociocracy will make the process of conducting village business more pleasurable It will reduce tension and increase consistency and transparency Ultimately the reason to adopt Sociocracy is to help realise the village's vision, mission and aims
Key elements: A sociocratic circle is a roundtable for making decisions as peers Sociocracy is an empty vessel waiting for us to fill it and make it ours 'Can I live with it?' Is it within my range of tolerance? Sociocracy can only work if everyone shares a common vision Set of easy to use tools and guides for everyone even the kids!!
Our attendance at the sociocracy workshop was supported by the Onkaparinga Council
This presentation draws on materials by: The Sociocratisch Centrum, Rotterdam, The Netherlands Tena Meadows O'Rea "We The People. Consenting to a Deeper Democracy" by John Buck and Sharon Villines
