Sociocracy 3.0 Patterns Handbook (Beta) (eBook)

Sociocracy 3.0 Patterns Handbook (Beta) (eBook)

S3 has evolved significantly since this page was published, and we could not catch up with the handbook, so for now I removed the download linkls. The latest version can be found in the slide deck “All Patterns explained” or on http://sociocracy30.org.

Earlier this year I had compiled a handout for the participants of my workshops with descriptions of S3’s essential patterns. Over time, I updated the handout with the contents of the “All Patterns Explained” slide deck, several of my drafts for the upcoming book The Sociocracy 3.0 Handbook” I am writing together with James Priest, and other documents. Now grew beyond the scope of a handout, since it contains more than 100 pages, a section for each of the 65 patterns, an introduction and a changelog so you can see what’s new.

Until the “official” Sociocracy 3.0 handbook is ready, I will maintain this document as a beta version of the handbook and I will keep on updating it with more content and illustrations document, and include the “official” pattern descriptions as James and I finish them.

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Sociocracy 3.0 – The Big Picture

Sociocracy 3.0 – The Big Picture

S3 has evolved significantly since this page was published. The latest version can be found in the slide deck “All Patterns explained” or on http://sociocracy30.org.

With more than 60 patterns, Sociocracy 3.0 has grown quite a bit in the past year. I have created the big picture to illustrate how it all fits together. As always, this is a work in progress, some patterns don’t have illustrations yet.

It’s available for download as small and medium png files, and as a high-resolution pdf

s3-big-picture-S-2016-06-15

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Organizational Effectiveness, Agility and Resilience

Organizational Effectiveness, Agility and Resilience

A few days ago I had a workshop with Alexander Tornow and Volker Schad, where Alexander presented Stafford Beer’s Viable System Model (VSM), I explained S3, and then we discussed how S3’s patterns relate to systems 1-5 of VMS.

I don’t claim to understand VSM in its entirety, and I must admit I remain unconvinced that an organization follows the same basic principles as the human body, but I think VMS is an interesting and useful model, at long as you don’t confuse the map with the territory.

The workshop inspired me to create an model of the functions an organization must implement, both on an organizational level, and within its individual parts, in order to be effective, agile and resilient. It’s interesting to see how S3’s patterns can be mapped to that model: (more…)

A Model for Intentional Change in Organizations

A Model for Intentional Change in Organizations

download pdf download ePub

Introduction

Change in organizations is inevitable and happens naturally as organizations adapt to the various forces pulling at the organization, from the outside and from within.

However, most of the changes that take place in organizations are neither intentional nor aligned across the organization, they happen locally as a result of many small choices made by many individuals.

Lots of small and unrelated adaptive changes will lead to giving in to inertia (doing more of the same) and entropy (many independent and unaligned decisions). This is the opposite of intentional change – changing in an organized and aligned way.

All organizations benefit from building capacity for intentional change in order to become and remain effective.

This paper presents a simple model for mapping influence of internal and external forces to organizations, identifying motive for change and delegating accountability for plotting a course of action, and finally incrementally implementing the resulting change. (more…)

Tools for Virtual Teams and Online Collaboration

This is a collection of short reviews of software tools to facilitate online collaboration. The use cases I have been looking at are as follows:

  • virtual team events (like planning, reviews, retrospectives, daily standup, proposal forming, navigation meeting, trainings or topical workshops)
  • asynchronous collaboration of virtual teams
  • virtual coaching sessions
  • webinars

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Introducing S3 for Distributed Teams with Trello

Introducing S3 for Distributed Teams with Trello

I am working on a guide explaining how to implement Sociocracy 3.0 using Trello with co-located and distributed teams. In the first part, which is already online, I explain the basic ideas, the general layout, and how to use the Trello boards for identifying drivers[^driver-guide], proposal forming and consent decision making.

It’s really easy to get started, I have prepared template boards for you to copy, no additional setup required. What’s more, you can use the system itself for adapting the system to your specific needs. If that isn’t too meta to you ;-).

Part 2, published in due time, will describe the processes of selecting people to roles, performance reviews, and how to review drivers, agreements and role definitions.

The guide is available at https://evolvingcollaboration.com/s3-with-trello/.

What Is a Driver?

What Is a Driver?

S3 has evolved significantly since this page was published. The latest version can be found in the slide deck “All Patterns explained” or on http://sociocracy30.org.

In this guide, you will discover the relationship between your assumptions and your achievements, and how being aware of your motivation for action – which we call a driver – can significantly improve your chance of success both at work and in your personal life. You will learn how to easily identify, understand and agree on drivers, and see how to develop projects and organize collaboration around drivers.

The Power of Assumptions

We’re used to planning and developing ventures and collaboration – products, projects, jobs, careers, teams, departments and even entire organizations around our assumptions or predictions about what constitutes a desirable and achievable future: goals, objectives, aims, strategies, purposes and visions.

Even if they often started out as a wild guess we only rationalized afterwards, the more we weave our predictions into a coherent and convincing narrative, the more they tend to take a life of their own and obscure our initial motive. But as soon as we begin confusing our assumptions with reality, the outcome is inevitably hit and miss: even if we reach our goals or realize our vision we often discover that the future we ended up with is not where we want to be. (more…)

Comparing Different Models of Management

Comparing Different Models of Management

A while ago I stumbled upon Don Hinchcliffe’s “Comparing Various Models of Management with Holacracy” and found it curious he’d left out sociocracy.

I assume he’s not even aware that Holacracy started out as a mere copy of Sociocracy, so I decided to fill in the blanks, and add both Sociocracy and Sociocracy 3.0 to the picture.

My additions and changes are highlighted in red.

models-of-management-plain