Summary of Brian J. Robertson's Holacracy

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 The most important business lesson I learned was the day I nearly crashed an airplane. I was a student pilot working toward a private pilot’s license, and the only companionship I would have was a well-worn bank of instruments in the cockpit.
#2 We humans are all different, and we have different talents, backgrounds, roles, and fields of expertise. We sense different things. Where there are multiple people, there are multiple perspectives. However, on most teams, critical perspectives that aren’t shared by the leader or the majority are ignored or dismissed.
#3 Evolution is the most intelligent designer around. It is a process that creates new designs and solves difficult problems. It can be used to enhance the sensing power of the human consciousness available to organizations, which can then be used to enhance their capacity to evolve.
#4 The predict-and-control approach, which seeks to achieve stability and success through up-front planning and centralized control, is not suitable for today’s rapidly evolving world. The structure of the modern organization rarely helps ignite the passion and creativity of the workforce.

Sujets

• Gestion et management
• Economics
• Business
• Management

Informations

• Publié par: Everest Media LLC
• Date de parution: 30 avril 2022
• Nombre de lectures: 0
• EAN13: 9781669395379
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Brian J. Robertson's Holacracy
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3
Insights from Chapter 1

#1

The most important business lesson I learned was the day I nearly crashed an airplane. I was a student pilot working toward a private pilot’s license, and the only companionship I would have was a well-worn bank of instruments in the cockpit.

#2

We humans are all different, and we have different talents, backgrounds, roles, and fields of expertise. We sense different things. Where there are multiple people, there are multiple perspectives. However, on most teams, critical perspectives that aren’t shared by the leader or the majority are ignored or dismissed.

#3

Evolution is the most intelligent designer around. It is a process that creates new designs and solves difficult problems. It can be used to enhance the sensing power of the human consciousness available to organizations, which can then be used to enhance their capacity to evolve.

#4

The predict-and-control approach, which seeks to achieve stability and success through up-front planning and centralized control, is not suitable for today’s rapidly evolving world. The structure of the modern organization rarely helps ignite the passion and creativity of the workforce.

#5

I had built just the kind of system I had worked so hard to get out of. Everyone who worked for me was in the same position as I had been in, and my organization was not much more able to harness their capacity to sense reality than any other.

#6

To truly transform an organization, we must move past bolting on changes and instead focus on upgrading the most foundational aspects of the way the organization functions. This will allow us to move beyond applying changes to a system that’s fundamentally at odds with the very process of change itself.

#7

The operating system that underlies an organization is easy to ignore, yet it’s the foundation on which we build our business processes. It defines how the overall system is structured, how different processes interact and cooperate, and how power is distributed and allocated between applications.

#8

Holacracy is a practice, not a theory, idea, or philosophy. It is difficult to truly understand a practice without experiencing it. Holacracy came into being through practice, and it is up to you to decide if it works better than what you are currently doing.

#9

The author was speaking at a business conference when she was approached by an enthusiastic man who asked her many questions about the differences between cities and companies. He was interested in how they could create organizations that were more like cities and less like bureaucratic corporations.

#10

The human body is a great analogy for how to organize a company. It functions efficiently and effectively not with a top-down command system but with a distributed system of autonomous self-organizing entities.

#11

Autocratic power structures limit the ability to harness all the tensions in an organization, and they create a single point of failure in the organization’s ability to govern itself.

#12

While consensus-based approaches are often motivated by a genuine desire to embrace and honor more people's voices, they are rarely effective at harnessing true self-organization and agility. To move beyond the limits of empowerment and the tyranny of consensus, we need a system that empowers everyone.

#13

Holacracy is a system of distributed authority that shifts the seat of power from the person at the top to a process defined in a written constitution. This shift is essential to the new paradigm.

#14

When this shift occurs in the companies I’ve worked with, it comes as a revelation and a challenge for everyone involved. The workers realize that they have real power and authority, and with those comes responsibility.

#15

Holacracy allows for distributed authority and responsibility, which allows everyone to take action confidently and freely. It also allows the creative energy of former managers to be freed up to engage with the bigger creative questions of how to express the organization’s purpose in the world.

#16

Holacracy takes the organizational design functions that typically reside with a CEO or executive team and places them in processes that are enacted throughout the organization, with everyone’s participation. This governance process distributes authority and clarifies expectations throughout an organization.

#17

Governance is the process of defining and updating the rules that govern the operations of an organization.