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Effective Collaboration at Any Scale

A Practical Guide for Agile and Responsive Organizations

principles based freeflexible

SOCIOCRACY 3.0

CCCC

A Sociocracy 3.0 resource by J. Priest, L. David and J. Cumps (v2017-11-07) - based on original material by Sociocracy30.org - J. Priest, B. Bockelbrink and L. David

river for learning about S3

.

.

People in organisations are looking for ways to navigate complexity, raise

engagement and adapt to rapidly changing contexts, to better deliver value There is a need for practices

and guidelines that facilitate effective collaboration, enhance productivity and help transform challenges into opportunities to innovate and learn

A Sociocracy 3.0 resource by J. Priest, L. David and J. Cumps (v2019-01-09)

Four Dimensions


Structure org

Clarify domains

Review & improve

Prioritize backlogs

Backlog

Pull in work

Doing

Link domains

To Do Doing Done

Respond quicklyand effectively to changing contexts

Do what needsto be done to create

maximum value

Identify &

work distribute

Flow info & influence

Build collaboration

Contribute

Learn & grow

Participation

Build and maintain

and accountability

Focus interactions

engagement

Do what needs

Clarify WHY

and learn Good enough?

Agreeing

Create collective intelligenceto create and evolveeffective decisions

Tap

Experiment

Safe enough?

Experiments

Responsiveness

Brian

History & Evolution

August

1851

Kees

1881 1926

Gerard

1970 2008

Sociocracy 3.0 Social ideas

Scientific method

Democracy

Quakers

Meeting practices

Holacracy

Sociocratic

Engineering

Agile & Lean

WARD

2014

Open source

SOCIO~CRA

CY

{social grou

p} {power / ru

le}

3.0

2.0

1.0

BOEKE

ENDENBURG

ROBERTSON

James PRIEST

Bernhard BOCKELBRINK

Lester Frank COMTE

Circle Organization Method

A Sociocracy 3.0 resource by J. Priest, L. David and J. Cumps (v2017-05-03) - based on original material by Sociocracy30.org - J. Priest and B. Bockelbrink

Transparency

Equivalence

Accountability

Empiricism

Effectiveness

Consent

Improvement

me you

Continuous

Seven Principles

Devote time only to what brings you closer towards achieving your objectives

Raise, seek out and resolve objections to decisions and actions

Test all assumptions through experiments

and continuous revision

Change incrementally to accommodate steady empirical learning

Make all information accessible to everyone in the organization, unless there is a reason for confidentiality

Respond when something is needed, do what you agreed to and take ownership for the course of the organization

Involve people in making and evolving decisions that affect them

A Sociocracy 3.0 resource by J. Priest, L. David and J. Cumps (v2018-09-01) - based on original material by Sociocracy30.org - J. Priest, L. David and B. Bockelbrink

responding to a situationThe motive for

river

WHY a k a the . . . simply described in a

Driver Statement


explaining:

precedes the 'how'

observation

current situation

to that need

effect

impact of the org

on the org

need of attending

what’s happening:

what’s needed:

State theobvious!

Create

Describing Drivers

The kitchen is a mess: there are no clean cups, the sink is full and it's not possible to quickly grab a coffee and get back to work We need the kitchen in a usable

state so we can stay focused on our work.

.

A Thrive-in Collaboration resource by J. Priest, L. David and J. Cumps (v. 2018-04-16), based on original material from sociocracy30.org - J. Priest and B. Bockelbrink

Our team is getting stuck in administrative matters and it’s reducing our capacity for

revenue generation We need to free up time for more billable work

.

..

.

We’re expanding our operations with increasingly distributed teams and see

potential to improve our approach We need to evolve how we manage the department,to build and maintain coherence and performance

as we grow

.

Clarify Domains

decision making within an organization A distinct area of influence, activity and

Domain Description

Review date(s)

Constraints

Primary Driver

Key responsibilities

Evaluation criteria

Preferred qualities, skills, experience

(budget, time, tools, privileges, etc)


Resources

(dependencies, reporting, etc)

R

Role

HelpingTeam Circle

for a term

R

after which Reselect

Delegate Influence

Open Domain

takes responsibility for the domain,

omainsub

We delegate influence and retain overall accountability

for this subdomain

by keeping a

or serving in a:

Delegator

Delegatee

We clarify the domain and

provide support and

opportunities for development to delegatees

...


6

situation Preferred

situation Current

Response

Navigate Via Tension

Is it an Organizational Driver? No

Yes

appropriate domain

No Yes

Is it in my (our) domain?

R

Respond

Drop it

3

4

Understand Driver 2

5 Pass to the

Notice1 Tension

Stimulus


Qualify Objections

Qualify Organizational Drivers

Does this argument reveal a reason why doing this stands in the way of a (more) effective response to an

organizational driver?

Would it help the organization if we respond to this driver?

Or would it harm it if we don't?



Ways People Respond to Organizational Drivers

making and evolving

doing work Operations

OPS

Governance

GOV

governance decisions

work will be done (self)organizing how


Governance vs Operations

Driver

Operations Board

To doWork in

Done

WIP limit

Governance Board

To decide Agenda Agreed

prioritize

F

or

Agreements

GovernanceMeeting

Progress

resulting in

groups make decisions in


Will this decision govern

NO YES

NO YES

Is this covered by a previous decision?

future decisions and actions?


GovernancePeople with authority intentionally making and evolving decisions which

have an ongoing effect on the way an organization (or a team or individual

within it) creates value

People organizing through local interactions

Self-organization

.

People governing themselves within the constraints of their domain

Self-governance

.

.

.

Operations People doing the work and organizing

day-to-day activities within constraints defined through governance

without the influence of an external agent

GOV R

GOV OPS

Role

Circle

R

R

Role Keeper Circle

Open Domain

Agreement

OPS R

R

R

R

Organization GOV

Helping Team

R

OPS


Artful Participation

Is my behavior in this moment the greatest

contribution* I can make to the effectiveness of

this collaboration?

*may include holding back, interrupting, objecting or even

breaking agreements


Governance Meeting

Opening round

Meeting Evaluation

Closing

last-minute agenda items consent to last minutes date for next meeting consent to agenda

F

Administrative matters

Agenda items

F

Driver Process TimeName10 20 15

CDMPF

Selection


short reportsagreements due review

Collect ideas

Consent to Driver

Choose tuners

Design proposal

Considerations as Q's ...

Answer info gathering Q's

Q's about the Driver

...

Proposal Forming

Prioritise Considerations


Present and consent to Driver 1

"Is it clear enough?" "Is it relevant for us?"

Questions about the Driver 2

Do we know enough about the Driver for now?

answer Q's as you go

"Any other info you need to know about the Driver?"

Proposal Forming

F

... ...


1 2 8 3 4 CDM Experiment 6 5 7

Generative Q's*

Information gathering Q's

"How do other teams deal with this?" "What's the simplest thing we could do?"

"Do we have a budget / due date?"

3 Record considerations as Q's

4 Answer information gathering Q's


5 Prioritize generative questions

* Avoid solutions disguised as questions!

and

Where possible...

to increase knowledge of constraints...

"What questions come up for me when I start thinking

about possible solutions

Proposal title

Evaluation date

Who's accountable for what?

Driver

Proposal text

Evaluation criteria

or address considerations that offer a complete solution

defer dialogue and sharing opinions

Who wants to, or should be there?

6 Collect ideas

7 Choose tuners

8 Design proposal

F

Other significant contributors?

....

No objections!


Resolve Objections

Check for Objections

Clarifying Q's?

Present Proposal

Consent to Driver

Celebrate!

Consider Concerns

Brief Response

Consent Decision Making


Present and Consent to Driver 1

"Described clearly enough?"

“Relevant for us to respond to?"

Present Proposal 2

“What are your thoughts and

Consent Decision Making

F


3 Clarifying Questions?

Avoid "why" questions Focus on "what do you mean?"

4 Brief Response

Use rounds!

proposal as it's written?"

feelings about the proposal?”

.

“Do you understand the

5

Resolve Objections 6

Any Objections?

one at a time

Integrate information and

CELEBRATE! 7

until there are no more objections

You just made an agreement!

Consider Concerns 8

If there is time, listen to concerns

or at least record them as evaluation criteria

.

objection objectionconcern I have a No

I think I have an

wisdom to improve the proposal,

They may inform ways to improve the agreement,

You can use hand signs to show

your response simultaneously

.

.


.

... .

It's not "either or",

it's "both and more"!


,

Good enough for now &

safe enough to try


GREAT

GOOD

A reason why doing something stands in the way of (more) effective

response to an organisational driver

I have anObjection

No Objection

I have

a

Raise, seek out and resolve objections to decisions and actions

Consent

Objection

Objections reveal ...

.

.

ways to improve

certain or likely harm


Conce

rn

Resolve Objections

CELEBRATE!

to Amended Proposal? More No

to Amendment? Any

Propose Amendment

Qualify Objection

Resolve to Amendment

Yes

Yes

No

Listen to the Argument


F

Listen to the argument 1

Can you relate with this argument? Check if the argument

indicates potential harm or an immediate improvement

"Do you see a way to amend this proposal that resolves

this objection?"

* Ask the person objecting first, then other people in the circle

Yes No

go to step 5 go to step 6

Resolve Objections

2 Qualify Objection

*nodding is enough to indicate an answer

*if at least some of the group can relate, the

objection can be qualified! *if nobody can relate, ask the person to explain their

argument further *clarify any misunderstandings

TIPS

Nobody is smart enough to be 100% wrong!

3 Propose amendment

4 Any to this amendment?

.


Resolve to amendment5


Record concerns and monitor them

6

7 Celebrate!

8 Consider Concerns

Find an amendment to which there are no

objections 2 Qualify objection 3 Propose an amendment 4 Objections to amendment

start from the beginning:

Invite the people objecting to have a time-boxed

conversation

More to amended proposal? zoom out to the whole proposal again

start again from step 1 go to step 7

Considering concerns can reveal ways to further improve an agreement, if there is time

There's always an iterative next step!

You have made an agreement!

Yes No

.

Think both / and .

.

.

.

.

.

.

Listen to the argument 1

?

Nomination Changes

Propose a Nominee

Check for Objections

Info Gathering

Hear Reasons

Celebrate!

??...

Role Selection

Address and Resolve

Record Nominations


Present Domain

R

Improvement suggestions

Co-create development plan

Consent to plan

Collect appreciations

Peer Review R

Invite participants

Domain & strategy present

and then

...

...

...


delegator to...

Pass to

Driver Mapping

are we here?

consent to

Why Who How Who

Who

What

who has expertise?

How

(actors)

help

benefit

lose

obstruct

Inspired by Gojko Adzic's Impact Mapping

1

2 3

4

"They need ......

" "

organize start-ups kick off projects evolve orgs

What

What

can we respond? ...is needed? ...will be impacted? ...

primary driver add names to driver cards

(drivers)

"We need

from concept to actio

n progress quickly

in self-organizing

groups


Cluster actors

Identify domains Populate & definedomains

Sort, prioritize, (pass), drivers Connect domains

What else do we need to consider to respond

Celebrate!

5 6

7 8

9 10

or govops

waste

<Primary Driver>

<Name>

& identify any others missing

to the primary driver?

and/or drivers into coherent

domains

and link domainsAccount for dependencies

Eliminate


when helpful to flow info between them

On-boarding PeopleHow do I build

rapport & introduce topic of change?

Explore which rivers are important to them

responding to rivers I enjoy

rivers I question

and invite experimentation

introduce patterns that

may help

S3

S3

rivers I'm good

...

...

...

.

responding to

at responding to

how to respond to

rivers I dislike


Bringing in S3

Let people choose their own pace!

Pull in patterns that might help

Invite others

Collect & prioritize important drivers

Meet people where they are!

do I start? How and where

How do I

invite change?

Experiment & learn

Be the change

Tell the story


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