Category: Delivery element
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Sociocracy & Permaculture: Grow Engagement with Systems Design: John Buck
John Buck’s presentation at the permaculture and sociocracy online conference 2020.
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Sociocracy & Permaculture: Grow Engagement with Systems Design: John Schinnerer
John Schinnerer: “Designing Holistic Futures – Sociocracy, Permaculture, and Human Being”
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Sociocracy & Permaculture: Grow Engagement with Systems Design: Henny Freitas & Rakesh Rootsman Rak
Henny Freitas and Rakesh Rootsman Rak present how permaculture and sociocracy interlink.
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Sociocracy & Permaculture: Grow Engagement with Systems Design: Andreas Jonsson
Andreas Jonsson presents how permaculture and sociocracy interlink and how the Folkhighschool in Holma blends both.
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Roles, jobs and salaries in sociocracy
On what basis do we decide salaries in sociocracy? Is it based on the sum of all roles? But how does that work? Or are there traditional “positions” in sociocracy too?
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Aligned and alive. Strategy in decentralized organizations
How does strategy work in sociocracy? How does strategy work in a horizontal or decentralized organization? Read about a combination of bottom-up and top-down approaches that make a strategy aligned and alive.
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How to run an engaging board meeting
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by
Want a board meeting that is clear and engaging? This article offers a template that helps you prepare and run a refreshing and productive board meeting!
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Sociocracy – basic concepts and principles
Brief overview of sociocracy: basic concepts and principles, history, its use in organizations, its limits and differences to voting, consensus and hierarchical forms of organizing.
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Leadership in sociocracy
What is leadership when it’s not command-and-control? Why are there leaders in sociocratic circles, and what do they do? How can I be a good sociocratic leader? A presentation by Ted Rau.
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How could Sociocracy help us reinvent our world in a context of complexity?
Never had there been so much complexity in our world, even before Corona. Running organisations was proving increasingly difficult due to the complexity they were operating under. Partly this was because the methods we were using were never designed to run organisations in complexity. Leadership in complexity requires a completely different set of tools from…
