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<\/div>\n\n
\nHolacracy Book<\/a> of Brian Robertson, 250 pages
\nHolacracy, the new management system for a rapidly changing world<\/em>
\n
\n <\/div>\n\nWho is this book for?<\/h3>\n\n
<\/div>\n\n\nHolacracy Book<\/a> of Brian Robertson, 250 pages
\nHolacracy, the new management system for a rapidly changing world<\/em>
\n
\n <\/div>\n\n
Who is this book for?<\/h3>\n\nThis is a highly technical book, \u201conly\u201d presenting the Holacracy system. For people who need to get a better understanding of organizations and the wider philosophy behind them before adopting a concrete solution, I suggest Fr\u00e9d\u00e9ric Laloux\u2019s book Reinventing Organizations or Gary Hamel\u2019s La Fin du Management.
\n
\nAs a tool, Holacracy may also seem very theoretical to you while you are reading, whereas in reality Holacracy truly is a practice that works in over 350 companies around the world as I am writing this article, the largest company to have adopted it to date being Zappos<\/a>. If you prefer to explore theory before practice, you will enjoy reading this book. If, on the other hand, you prefer experimenting and seeing concrete practices, we advise you to read our Comic Book on Holacracy<\/a>, which presents the system in a fun, illustrated manner.
\n
\nIf you already apply Holacracy, this book will give you a more detailed guide to the rules of the Holacracy game proving support for your practices and giving you a more in-depth understanding of it.<\/span>
\n
\n <\/div>\n\nWho is this book not for?<\/h3>\n\nIf you are the kind of business owner\/director\/manager who is looking for a \u201cturnkey\u201d solution to apply once you\u2019ve finished reading the book, you should know that that is not how it works. While the author does dedicate an entire chapter to people who are not ready to adopt the whole system, it is my duty to inform you that you will not become a Holacracy expert after reading this book and you will not be able to implement the system in your organization overnight. At iGi, we have been practicing and implementing Holacracy at organizations for more than 7 years and we can tell you that, as is the case with all major changes \u2013 real disruption with the past \u2013 it takes time and means changing habits. If, after reading this book, you feel inspired to implement Holacracy in your company, we recommend that you seek help from an expert<\/a> on the subject. Businesses that have tried to implement it alone \u2013 at least those we know about \u2013 have failed. Changing a satellite\u2019s orbit takes energy and outside intervention.<\/span>
\n
\n <\/div>\n\n\u201c… progress can only be made through spectacular disruption,
\nnot by progressive little changes\u201d<\/em>
\n– Nellie Bowles<\/span><\/div>\n\n
\n
\nIf you are the kind of business owner\/director\/manager who is focusing more on a liberation movement for the company without looking for a meta-model<\/a> equipped as a catalyst for change and who wants concrete tools for developing your employee compensation structures, performance assessment processes, recruitment methods, etc., this book probably does not have what you are looking for as it does not deal with these issues. Holacracy changes the organization\u2019s power structure, its operating system. All the rest (compensation, assessment, recruitment, etc.) are what are called \u201capplications\u201d to be downloaded onto the Holacracy operating system. Many businesses have started to code applications compatible with Holacracy.<\/span>
\n
\n <\/div>\n\n
\nSummary<\/h3>\n\nMy goal is not to give a detailed summary of the book, but rather just to highlight a few concepts and passages that might make you want to go farther.
\n
\nThe book starts with a foreword by David Allen, creator of the GTD (Getting Things Done) method who has applied Holacracy in his company for several years. He rightly points out that \u201cHolacracy is not a panacea: it won\u2019t resolve all of an organization\u2019s tensions and dilemmas\u201d, but, in his experience, \u201cit does provide the most stable ground from which to recognize, frame, and address them\u201d.
\nLastly, we could say that Holacracy is a free-energy generator designed to deal with tensions. The term tension is used neutrally, it can be a problem or an improvement, it is a difference between reality and what could be, it is a potential.
\n
\nFar too often in organizations, if an employee feels tension and is too shy or is at the bottom of the pyramid \u2013 or both \u2013 what that person feels, if they are alone, will be ignored or set aside. Holacracy is a daring system as its goal is to ensure that all tensions felt by anyone, no matter where in the organization, can be rapidly and reliably processed in a meaningful evolution, on condition that it is aligned with the organization\u2019s purpose.
\n
\nHuman beings are amazing tension sensors, and it would be a pity not to take advantage of their potential for feeling tensions for the organization.
\n\u201cFor the organization\u201d, yes, because the organization is seen as a full-fledged living being with its own purpose. In Holacracy, the purpose is defined as being the most powerful creative potential that this organization can express in the world given all these capacities: means, resources, skills & talents, governance, etc. Everything is focused on the purpose. This gives new meaning to the organization and the work done there.<\/span>
\n
\nFor the author, Holacracy is made up of 4 elements:<\/span><\/div>\n\n\n\t- A constitution that defines the \u201crules of the game\u201d and redistributes authority<\/span><\/li>\n\t
- A new way of structuring an organization and defining the roles of employees and spheres of authority within the organization<\/span><\/li>\n\t
- A decision-making process to update these roles and authorities<\/span><\/li>\n\t
- A meeting process to synchronize teams and move work forward<\/span><\/li>\n<\/ul>\n \n\n
<\/h3>\n\nA constitution<\/h4>\n\n
\n
\nAs a tool, Holacracy may also seem very theoretical to you while you are reading, whereas in reality Holacracy truly is a practice that works in over 350 companies around the world as I am writing this article, the largest company to have adopted it to date being Zappos<\/a>. If you prefer to explore theory before practice, you will enjoy reading this book. If, on the other hand, you prefer experimenting and seeing concrete practices, we advise you to read our Comic Book on Holacracy<\/a>, which presents the system in a fun, illustrated manner.
\n
\nIf you already apply Holacracy, this book will give you a more detailed guide to the rules of the Holacracy game proving support for your practices and giving you a more in-depth understanding of it.<\/span>
\n
\n <\/div>\n\n
Who is this book not for?<\/h3>\n\nIf you are the kind of business owner\/director\/manager who is looking for a \u201cturnkey\u201d solution to apply once you\u2019ve finished reading the book, you should know that that is not how it works. While the author does dedicate an entire chapter to people who are not ready to adopt the whole system, it is my duty to inform you that you will not become a Holacracy expert after reading this book and you will not be able to implement the system in your organization overnight. At iGi, we have been practicing and implementing Holacracy at organizations for more than 7 years and we can tell you that, as is the case with all major changes \u2013 real disruption with the past \u2013 it takes time and means changing habits. If, after reading this book, you feel inspired to implement Holacracy in your company, we recommend that you seek help from an expert<\/a> on the subject. Businesses that have tried to implement it alone \u2013 at least those we know about \u2013 have failed. Changing a satellite\u2019s orbit takes energy and outside intervention.<\/span>
\n
\n <\/div>\n\n\u201c… progress can only be made through spectacular disruption,
\nnot by progressive little changes\u201d<\/em>
\n– Nellie Bowles<\/span><\/div>\n\n
\n
\nIf you are the kind of business owner\/director\/manager who is focusing more on a liberation movement for the company without looking for a meta-model<\/a> equipped as a catalyst for change and who wants concrete tools for developing your employee compensation structures, performance assessment processes, recruitment methods, etc., this book probably does not have what you are looking for as it does not deal with these issues. Holacracy changes the organization\u2019s power structure, its operating system. All the rest (compensation, assessment, recruitment, etc.) are what are called \u201capplications\u201d to be downloaded onto the Holacracy operating system. Many businesses have started to code applications compatible with Holacracy.<\/span>
\n
\n <\/div>\n\n
\nSummary<\/h3>\n\nMy goal is not to give a detailed summary of the book, but rather just to highlight a few concepts and passages that might make you want to go farther.
\n
\nThe book starts with a foreword by David Allen, creator of the GTD (Getting Things Done) method who has applied Holacracy in his company for several years. He rightly points out that \u201cHolacracy is not a panacea: it won\u2019t resolve all of an organization\u2019s tensions and dilemmas\u201d, but, in his experience, \u201cit does provide the most stable ground from which to recognize, frame, and address them\u201d.
\nLastly, we could say that Holacracy is a free-energy generator designed to deal with tensions. The term tension is used neutrally, it can be a problem or an improvement, it is a difference between reality and what could be, it is a potential.
\n
\nFar too often in organizations, if an employee feels tension and is too shy or is at the bottom of the pyramid \u2013 or both \u2013 what that person feels, if they are alone, will be ignored or set aside. Holacracy is a daring system as its goal is to ensure that all tensions felt by anyone, no matter where in the organization, can be rapidly and reliably processed in a meaningful evolution, on condition that it is aligned with the organization\u2019s purpose.
\n
\nHuman beings are amazing tension sensors, and it would be a pity not to take advantage of their potential for feeling tensions for the organization.
\n\u201cFor the organization\u201d, yes, because the organization is seen as a full-fledged living being with its own purpose. In Holacracy, the purpose is defined as being the most powerful creative potential that this organization can express in the world given all these capacities: means, resources, skills & talents, governance, etc. Everything is focused on the purpose. This gives new meaning to the organization and the work done there.<\/span>
\n
\nFor the author, Holacracy is made up of 4 elements:<\/span><\/div>\n\n\n\t- A constitution that defines the \u201crules of the game\u201d and redistributes authority<\/span><\/li>\n\t
- A new way of structuring an organization and defining the roles of employees and spheres of authority within the organization<\/span><\/li>\n\t
- A decision-making process to update these roles and authorities<\/span><\/li>\n\t
- A meeting process to synchronize teams and move work forward<\/span><\/li>\n<\/ul>\n \n\n
<\/h3>\n\nA constitution<\/h4>\n\n
\n
\n <\/div>\n\n
\u201c… progress can only be made through spectacular disruption,
\nnot by progressive little changes\u201d<\/em>
\n– Nellie Bowles<\/span><\/div>\n\n
\n
\nIf you are the kind of business owner\/director\/manager who is focusing more on a liberation movement for the company without looking for a meta-model<\/a> equipped as a catalyst for change and who wants concrete tools for developing your employee compensation structures, performance assessment processes, recruitment methods, etc., this book probably does not have what you are looking for as it does not deal with these issues. Holacracy changes the organization\u2019s power structure, its operating system. All the rest (compensation, assessment, recruitment, etc.) are what are called \u201capplications\u201d to be downloaded onto the Holacracy operating system. Many businesses have started to code applications compatible with Holacracy.<\/span>
\n
\n <\/div>\n\n
\nnot by progressive little changes\u201d<\/em>
\n– Nellie Bowles<\/span><\/div>\n\n
\n
\nIf you are the kind of business owner\/director\/manager who is focusing more on a liberation movement for the company without looking for a meta-model<\/a> equipped as a catalyst for change and who wants concrete tools for developing your employee compensation structures, performance assessment processes, recruitment methods, etc., this book probably does not have what you are looking for as it does not deal with these issues. Holacracy changes the organization\u2019s power structure, its operating system. All the rest (compensation, assessment, recruitment, etc.) are what are called \u201capplications\u201d to be downloaded onto the Holacracy operating system. Many businesses have started to code applications compatible with Holacracy.<\/span>
\n
\n <\/div>\n\n
\nSummary<\/h3>\n\nMy goal is not to give a detailed summary of the book, but rather just to highlight a few concepts and passages that might make you want to go farther.
\n
\nThe book starts with a foreword by David Allen, creator of the GTD (Getting Things Done) method who has applied Holacracy in his company for several years. He rightly points out that \u201cHolacracy is not a panacea: it won\u2019t resolve all of an organization\u2019s tensions and dilemmas\u201d, but, in his experience, \u201cit does provide the most stable ground from which to recognize, frame, and address them\u201d.
\nLastly, we could say that Holacracy is a free-energy generator designed to deal with tensions. The term tension is used neutrally, it can be a problem or an improvement, it is a difference between reality and what could be, it is a potential.
\n
\nFar too often in organizations, if an employee feels tension and is too shy or is at the bottom of the pyramid \u2013 or both \u2013 what that person feels, if they are alone, will be ignored or set aside. Holacracy is a daring system as its goal is to ensure that all tensions felt by anyone, no matter where in the organization, can be rapidly and reliably processed in a meaningful evolution, on condition that it is aligned with the organization\u2019s purpose.
\n
\nHuman beings are amazing tension sensors, and it would be a pity not to take advantage of their potential for feeling tensions for the organization.
\n\u201cFor the organization\u201d, yes, because the organization is seen as a full-fledged living being with its own purpose. In Holacracy, the purpose is defined as being the most powerful creative potential that this organization can express in the world given all these capacities: means, resources, skills & talents, governance, etc. Everything is focused on the purpose. This gives new meaning to the organization and the work done there.<\/span>
\n
\nFor the author, Holacracy is made up of 4 elements:<\/span><\/div>\n\n\n\t- A constitution that defines the \u201crules of the game\u201d and redistributes authority<\/span><\/li>\n\t
- A new way of structuring an organization and defining the roles of employees and spheres of authority within the organization<\/span><\/li>\n\t
- A decision-making process to update these roles and authorities<\/span><\/li>\n\t
- A meeting process to synchronize teams and move work forward<\/span><\/li>\n<\/ul>\n \n\n
<\/h3>\n\nA constitution<\/h4>\n\n
\n
\nThe book starts with a foreword by David Allen, creator of the GTD (Getting Things Done) method who has applied Holacracy in his company for several years. He rightly points out that \u201cHolacracy is not a panacea: it won\u2019t resolve all of an organization\u2019s tensions and dilemmas\u201d, but, in his experience, \u201cit does provide the most stable ground from which to recognize, frame, and address them\u201d.
\nLastly, we could say that Holacracy is a free-energy generator designed to deal with tensions. The term tension is used neutrally, it can be a problem or an improvement, it is a difference between reality and what could be, it is a potential.
\n
\nFar too often in organizations, if an employee feels tension and is too shy or is at the bottom of the pyramid \u2013 or both \u2013 what that person feels, if they are alone, will be ignored or set aside. Holacracy is a daring system as its goal is to ensure that all tensions felt by anyone, no matter where in the organization, can be rapidly and reliably processed in a meaningful evolution, on condition that it is aligned with the organization\u2019s purpose.
\n
\nHuman beings are amazing tension sensors, and it would be a pity not to take advantage of their potential for feeling tensions for the organization.
\n\u201cFor the organization\u201d, yes, because the organization is seen as a full-fledged living being with its own purpose. In Holacracy, the purpose is defined as being the most powerful creative potential that this organization can express in the world given all these capacities: means, resources, skills & talents, governance, etc. Everything is focused on the purpose. This gives new meaning to the organization and the work done there.<\/span>
\n
\nFor the author, Holacracy is made up of 4 elements:<\/span><\/div>\n\n
- \n\t
- A constitution that defines the \u201crules of the game\u201d and redistributes authority<\/span><\/li>\n\t
- A new way of structuring an organization and defining the roles of employees and spheres of authority within the organization<\/span><\/li>\n\t
- A decision-making process to update these roles and authorities<\/span><\/li>\n\t
- A meeting process to synchronize teams and move work forward<\/span><\/li>\n<\/ul>\n \n\n
<\/h3>\n\n
A constitution<\/h4>\n\n
- A new way of structuring an organization and defining the roles of employees and spheres of authority within the organization<\/span><\/li>\n\t