A very short description of sociocracy . . .
Also known as dynamic governance, sociocracy is notoriously difficult to sum up. Part of the difficulty stems from the breadth of its impact. Sociocracy appeals to different organizations for different reasons. Some deeply value the unmatched level of inclusion; others, the adaptability and built-in self-optimizing; still others, the ease of information flow throughout the organization; yet others, the meeting processes and facilitation techniques. And many marvel at sociocracy’s elegant way of achieving all those things at once!
In addition to the breadth of areas enhanced by sociocracy, another difficulty in summarizing the work stems from the indescribable experience of working sociocratically. Many people are at a loss for words, saying that it’s like nothing they’ve every experienced. Attempted descriptions often include the words exhilarating, empowering, and energizing.
Stunningly, all this is achieved through four fairly simple requirements:
At Belfast Cohousing & Ecovillage, we’re looking forward to exploring this way of organizing ourselves and working together. Five of our members have been extolling dynamic governance's virtues, and well-known cohousing expert Diana Leafe Christian (who led one of our early consensus trainings!) is now recommending sociocracy instead of consensus because she believes the form of consensus practiced by many groups creates conflict.
*Circles typically encompass all members of a department, committee, board, or other group of people working together.
More detailed information on sociocracy:
In addition to the breadth of areas enhanced by sociocracy, another difficulty in summarizing the work stems from the indescribable experience of working sociocratically. Many people are at a loss for words, saying that it’s like nothing they’ve every experienced. Attempted descriptions often include the words exhilarating, empowering, and energizing.
Stunningly, all this is achieved through four fairly simple requirements:
- Consent governs decision-making.
- Persons are selected to roles by consent.
- Circles* make policy decisions and continuously learn
- Circles are double-linked.
At Belfast Cohousing & Ecovillage, we’re looking forward to exploring this way of organizing ourselves and working together. Five of our members have been extolling dynamic governance's virtues, and well-known cohousing expert Diana Leafe Christian (who led one of our early consensus trainings!) is now recommending sociocracy instead of consensus because she believes the form of consensus practiced by many groups creates conflict.
*Circles typically encompass all members of a department, committee, board, or other group of people working together.
More detailed information on sociocracy:
- One page adapted from Greg Pettengill follows this list.
- For seven pages by Doug Chamberlin.
- For twenty-seven pages by John Buck.
- Wikipedia entry on Sociocracy
Dynamic Governance (DG) is a method of governing organizations that produces greater commitment, creativity, distributed leadership, deeper harmony, and dramatically increased productivity. The principles and practices are based on the values of equivalence, effectiveness, and transparency, they are designed to support both unity and respect for the individual.
DG gives power to people who regularly interact with one another and have a common aim. Decisions are made in consultation with each other, considering the needs of each person in the context of the organization.
By contrast, majority rule democracy uses popular vote of the entire population, without respect to their understanding of the issues or of each other. The majority can ignore the minority when they make decisions. This inevitably produces factions and conflict rather than harmony. It encourages people act selfishly by building alliances, trading favors, and thinking politically rather than achieving the specific purpose of the organization.
In a DG organization, power is given to all members of the organization. Each person has the power and responsibility to make the decisions that govern their role in the organization.
There are four basic principles in DG: Consent, Selection of Persons, Circles and Double Links. Within DG there are many well established practices and methods for implementing the basic principles, which guide the adaptation of DG to specific circumstances.
The principle of Consent governs policy decision-making, it means all members have no reasoned or explained, significant objections to a proposed policy.
In addition to policy decisions, consent govens the Selection of Persons to roles within the organization. Arguments for a particular person to fill a role are made openly, and the person has the right to consent, or not, to filling the role for which they’ve been proposed.
Circles are semi-autonomous policy decision-making groups that have their own specific aim and the responsibility to steer their own work by leading, doing, and measuring of their operations. These steering functions establish a feedback loop, making the Circle self-correcting, or self-regulating. In circle meetings, each person is equivalent and has the power to consent or object to proposed actions that affect their role in the organization.
Double Links ensure that information from the Circles travels up, down and across the entire organization. This double-linking is unique to DG and forms a feedback loop that allows the system to self-correct.
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DG gives power to people who regularly interact with one another and have a common aim. Decisions are made in consultation with each other, considering the needs of each person in the context of the organization.
By contrast, majority rule democracy uses popular vote of the entire population, without respect to their understanding of the issues or of each other. The majority can ignore the minority when they make decisions. This inevitably produces factions and conflict rather than harmony. It encourages people act selfishly by building alliances, trading favors, and thinking politically rather than achieving the specific purpose of the organization.
In a DG organization, power is given to all members of the organization. Each person has the power and responsibility to make the decisions that govern their role in the organization.
There are four basic principles in DG: Consent, Selection of Persons, Circles and Double Links. Within DG there are many well established practices and methods for implementing the basic principles, which guide the adaptation of DG to specific circumstances.
The principle of Consent governs policy decision-making, it means all members have no reasoned or explained, significant objections to a proposed policy.
In addition to policy decisions, consent govens the Selection of Persons to roles within the organization. Arguments for a particular person to fill a role are made openly, and the person has the right to consent, or not, to filling the role for which they’ve been proposed.
Circles are semi-autonomous policy decision-making groups that have their own specific aim and the responsibility to steer their own work by leading, doing, and measuring of their operations. These steering functions establish a feedback loop, making the Circle self-correcting, or self-regulating. In circle meetings, each person is equivalent and has the power to consent or object to proposed actions that affect their role in the organization.
Double Links ensure that information from the Circles travels up, down and across the entire organization. This double-linking is unique to DG and forms a feedback loop that allows the system to self-correct.
BACK TO HOME
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