Adaptive Organisations: How to turn the two fragilities of sociocracy and Holacracy into antifragilities

Presentation by Graham Boyd

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Both sociocracy and Holacracy are superb at harnessing tensions to drive change at the task and role level in an organisation.
Fragility 1: if you incorporate with governance only with one or two of the stakeholder groups, you build in a fragile power-over dynamic, incapable of harnessing the value in the tensions between any and all the stakeholder groups.
Fragility 2: without effective dialogue scaffolding to harness human tensions between and within each, human tensions and task/role tensions get conflated; but cannot be addressed at the task/role level.[echo-content-down-arrow id=”temp-id” class=”temp-class” size=”50″ type=”epda-icon-arrow-soft” animation_type=”bounce-effect-1″ color=”1776C0″ duration_time=”20000″ bouncing_speed=”3000″ move_to=”” scrolling=”true” disable_bouncing=”false” disable_duration=”false” ]

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