Sociocracy 3.0 - Effective Collaboration at Any Scale

Empiricism Consent What’s in it for me? Sociocracy 3.0

Sociocracy 3.0 — a.k.a. “S3” — helps you discover how to best reach your Lean Startup Management 3.0 objectives and navigate complexity, one step at a time, without the need for Equivalence Effectiveness sudden radical reorganization or planning a long-term change initiative: LESS / SaFE / SaS Kanban Simply start with your area of greatest need, select one or more patterns to try, move at your own pace and develop skills as you go. / lean Scrum XP Regardless of your position in the organization, you will find patterns that are relevant and helpful for you. S3 and the family of lean and agile methodologies Transparency Accountability

Continuous Improvement Free and Open Source sociocracy

All “official” resources about S3 are licensed under a Creative

The Seven Principles for successful collaboration Commons Attribution-ShareAlike 4.0 International License (CC BY-SA SCM (Dynamic Governance, 4.0). That means they are free to copy, use, and modify. You need to Circle Forward) Holacracy® attribute the original creator of the materials, and all derivatives need to be shared under the same license. The exact license is available at Patterns and Principles https://creativecommons.org/licenses/by-sa/4.0/ S3 Sociocracy 3.0 The most up-to date description of S3 is the Practical Guide, which is (S3) Sociocracy 3.0 contains around 70 different patterns that can help available as a website at https://patterns.sociocracy30.org organizations resolve the impediments to successful collaboration. The Seven Principles Each pattern is a template for navigating a specific kind of problem or complex challenge with an agile* and sociocratic** mindset. Patterns S3 Patterns in S3 are simple, (mostly) independent and mutually reinforcing. History of Sociocracy 3.0 Democracy When using a pattern in your organization, you need to adapt it to your Concrete context, and evolve your concrete implementation with what you learn. Solution When adapting and evolving patterns, use the Seven Principles as a guide. e agile & lean ng Sociocracy in e e r sociocracy in s g ocial id eals Driver for Creating Sociocracy 3.0 1.0 2.0 3.0 d o th y e s c c ic n 2014 we came together to co-create a body of Creative Commons licensed learning resources, e a i t I m r r t e ific c ke c n nt o a ra r Holacracy® synthesizing ideas from Sociocracy, Agile and Lean. We discovered that organizations of all sizes scie m u p be e Q g y d in c need a flexible menu of practices and structures – appropriate forS3 their specific context – that et Open e enable the evolution of a sociocratic and agile mindset to achieve greater effectiveness, alignment, m Free fulfillment and wellbeing. ective Design Brian Robertson ff Auguste Comte Kees Boeke E Goals James Priest and Bernhard Bockelbrink (2008) (1851) (1926) For S3 Gerard Endenburg Lester Frank Ward Bernhard Bockelbrink Actionable (1970) James Priest (2015) *Agile: A mindset for navigating complexity through an **Sociocracy: A mindset where everyone who (1881) iterative, collaborative, value-based, and self- is affected by a decisions can Lightweight organized approach. influence those decisions.

This resource “Sociocracy 3.0 Posters For S3Dojos” by Bernhard Bockelbrink is licensed under CC BY SA. It is based on "Sociocracy 3.0 - A Practical Guide“ by B. Bockelbrink, J. Priest, and L. David, used under CC BY SA. Making Sense of Organizations The Seven Principles

Describe an Organizational Driver organisation Navigate Via Tension… Chosen Values What is the domain A domain B Strategy current situation? Notice tension Agreements What is the effect of this subdomain situation on the organization? Understand driver What is need of the organization Collaboration in relation to this situation? domain C

Is this an organizational driver? What will be the impact of attending to that need? yes no Domains in an organization The Seven Principles, chosen values, strategy and agreements guide (or constrain) Drop it collaboration in an organization. Create a brief but comprehensive Is it in my/our domain? Pass to appropriate domain description. no Primary Driver Strategy Experiments

yes ▪ create or evolve an agreement align Decide how to respond Respond ▪ evolve organizational structure (role, circle, open domain…) Subdriver A Subdriver B ▪ take action …and Respond To Organizational Drivers ▪ drop it Strategy Strategy How to Navigate via Tension, Describe Organizational Drivers and Respond to Organizational Drivers

coordinate Experiments Experiments

value creation Subdomain Subdomain Driver Domain Proposal Drivers, strategies and experiments in domains and subdomains

Consent Implementation S3 Evaluation

Decision-making in service

complex situations flow of information not aligned to flow of value flow of information supports flow of value Peach Organization: An example of post-

flow of value deliverables flow of information hierarchical structures. customer groups or individuals (and influence) Align the flow of information to the flow of value.

This resource “Sociocracy 3.0 Posters For S3Dojos” by Bernhard Bockelbrink is licensed under CC BY SA. It is based on "Sociocracy 3.0 - A Practical Guide“ by B. Bockelbrink, J. Priest, and L. David, used under CC BY SA. Responding to Complex Challenges

Current situation

S3 promotes a collaborative and hypothesis-driven approach to decision making: Effect on the organization

Need of the organization

Identify Motivation Co-Create Experiment Run Experiment Evaluate and Evolve Impact of attending to the need

Organizational Driver Evaluate And Navigate Via Tension Those Affected Decide Agreement Evolve Agreements Organizational Drivers: Understanding An Organization’s Motive To Act

Respond to Organizational Describe Develop Strategy Clarify Intended Outcome Drivers Organizational Drivers

The Seven Principles

erime Chosen Values xp nt Driver Mapping Clarify Domains e Describe Deliverables Strategy

Agreements e

Complexity: An environment where unknowns are unknown, cause and effect can only be understood Driver v

a e

l

in retrospect, and actions lead to unpredictable changes. Since governance decisions always affect v u l

a

people’s behavior, there is inevitably a degree of complexity involved in governance. o Collaboration v t Evaluation Criteria

e Domain: A distinct area of influence, activity and decision making within an organization. e

Driver: A person’s or a group’s motive for responding to a specific situation. Governance in an organization is the act of setting objectives, and then navigating and steering to Domain achieve them: People with authority intentionally make and evolve decisions which have an ongoing effect on the way an organization (or a team or individual within it) creates value. Proposals and Consent Governance Define scope of Allocate resources domains and delegate Co-Create Proposals Resolve Objections Set constraints on and capacity Guide future decisions them to people actions Determine speciS3fics of Governance Backlog deliverables and priorities of Governance Meeting Proposal Forming Consent Decision Making their delivery.

Logbook Governance Facilitator Logbook Keeper Objection Role Selection

This resource “Sociocracy 3.0 Posters For S3Dojos” by Bernhard Bockelbrink is licensed under CC BY SA. It is based on "Sociocracy 3.0 - A Practical Guide“ by B. Bockelbrink, J. Priest, and L. David, used under CC BY SA. Building Structures for Collaboration

design new domains* and Delegate Influence Role Align Flow align flow of influence delegate them to people to the flow of value

Clarify Domains Circle Representative Linking

Describe Deliverables Open Domain Linking

Double Linking

Evaluation Criteria Helping Team Double Linking

Peer Review Role Selection Delegate Circle Service Circle Development Plan

Develop Strategy Peer Development Delegator Consent Service Circle Process

Act On The Plan *Domain: A distinct area of influence, activity and decision making within an organization. Peer Review S3 Delegation Canvas Macro- and Meta-Structures

1 2 3 4 Delegate Circle Primary Driver Key Key Challenges Key Constraints (Mission)S3Responsibilities Double-Linked Hierarchy Service Organization Development Plan Mapping Organizational Key Delegator 5 Deliverables Responsibilities 6 Structure: First clarify the domains, then add the S3 Peach Organization Fractal Organization connections, i.e. how Key Metrics Key Resources Evaluation Dependencies Peer Feedback deliverables, information and 7 8 9 10 influence flow between domains.

This resource “Sociocracy 3.0 Posters For S3Dojos” by Bernhard Bockelbrink is licensed under CC BY SA. It is based on "Sociocracy 3.0 - A Practical Guide“ by B. Bockelbrink, J. Priest, and L. David, used under CC BY SA. Operations Organizing and doing the work.

Kanban Effective Meetings

Continuous Improvment Of backlog doing done Work Process Prepare For Meetings Facilitate Meetings Evaluate Meetings

Rounds Check In Meeting Host Visualize Work A simple Kanban board

Pull-System For Work Coordination

Measuring cycle-time Daily Standup Coordination Meeting Coordinator

Limit Work In Progress

Governance Meeting Governance Meeting daily delivery daily standup of value standup Planning Meeting Governance Backlog Governance Backlog Product Backog delivery of value Review Meeting fixed interval between deliveries Product Backlog Retrospective Iteration Backlog S3fixed interval between retrospectives Retrospective

delivery of value in iterations continuous delivery of value

Planning And Review Backlog Prioritize Backlogs Timebox Activities Retrospective Meetings

This resource “Sociocracy 3.0 Posters For S3Dojos” by Bernhard Bockelbrink is licensed under CC BY SA. It is based on "Sociocracy 3.0 - A Practical Guide“ by B. Bockelbrink, J. Priest, and L. David, used under CC BY SA. Enabling Engagement Guiding Organizations Toward More Conscious Collaboration

Adopt The Pull-System For Chosen Values Seven Principles Open Space Agree On Values Organizational Change For Change The Seven Principles

Adapt Patterns To Context Empiricism Consent Ask For Help

Collaboration Equivalence Contracts For Successful Effectiveness Invite Change Collaboration

Transparent Salary Bylaws Be The Change Transparency Accountability

Continuous Improvement Understand Context Support Role Artful Participation

Understand Pattern

Open Systems Breaking Agreements Propose Adaptation substistence guarantee profit and losses investment Consent to Adaptation Supporting Change in Teams and Organizations “Is my behavior in this moment merit? Salary Formula Help identify the biggest impediment to successful collaboration, co-create a plan the greatest contribution I can Test Adaptation need S3 what to do about it in your circle of influence (taking into account any patterns in make to the effectiveness of this productivity? what else? S3 that might apply), consider any objections to that plan, and then implement it, collaboration?” Evaluate and Evolve Transparent Salary: Some ideas for evaluating the results and evolving the plan as you go. Repeat this process with components of a salary formula what is now the biggest impediment. Avoid introducing S3 to people beyond Artful participation in a nutshell Adapt Patterns to Context suggesting specific patterns if they don't indicate interest, and avoid introducing new language (like drivers, consent, etc.) if there is no need to do so.

This resource “Sociocracy 3.0 Posters For S3Dojos” by Bernhard Bockelbrink is licensed under CC BY SA. It is based on "Sociocracy 3.0 - A Practical Guide“ by B. Bockelbrink, J. Priest, and L. David, used under CC BY SA. Sociocracy 3.0 - The Patterns

Co-Creation And Evolution Enablers Of Collaboration Building Organizations

Respond to Describe Adopt The Seven Navigate Via Tension Artful Participation Agree On Values Delegate Influence Circle Role Organizational Drivers Organizational Drivers Principles

Consent Decision Objection Resolve Objections Governance Facilitator Breaking Agreements Transparent Salary Representative Linking Double Linking Making

Contracts For Evaluate And Evolve Those Affected Decide Co-Create Proposals Successful Support Role Bylaws Open Domain Helping Team Open Systems Agreements Collaboration

Driver Proposal Forming Role Selection Mapping Organizational Structure Organizing Work

Double-Linked Prioritize Delegate Circle Service Circle Backlog Visualize Work Focused Interactions Hierarchy Backlogs

Retrospective Governance Meeting Daily Standup Peach Organization Service Organization Fractal Organization Pull-System For Work Limit Work In Progress Timebox Activities

Planning And Review Coordination Meeting Align Flow Coordinator Meetings Peer Development

Peer Feedback Peer Review Development Plan Defining Agreements Meeting Practices

Develop Clarify Facilitate Evaluate Agreement Ask For Help Prepare For Meetings Strategy Domains Meetings Meetings

Clarify Intended Evaluation Criteria Describe Deliverables Rounds Check In Meeting Host Outcome S3Bringing in S3 Adapt Patterns To Pull-System For Org. Logbook Logbook Keeper Be The Change Governance Backlog Context Change

Open Space Invite Change CI Of Work Process For Change

This resource “Sociocracy 3.0 Posters For S3Dojos” by Bernhard Bockelbrink is licensed under CC BY SA. It is based on "Sociocracy 3.0 - A Practical Guide“ by B. Bockelbrink, J. Priest, and L. David, used under CC BY SA.