In our companies or communities, the revolution of the leadership is for now! This is the only way to meet the aspiration of involving stakeholders in decision-making process. This is the only way to take into account individual interests as collective interests. I use the term \u201crevolution\u201d delib\u00aderately and literally. It\u2019s a real turnaround that our leaders, managers and executives must operate.<\/p>\n
As evidence, let us look at some words from the vocabulary of today\u2019s decision maker. First, he or she will talk about the need to \u201cmake people adhere\u201d, whether it is to his or her team, company, or fellow citizens, to a common and shared vision. He or she will still speak of \u201cgive meaning\u201d to the change he or she is about to man\u00adage. He will seek to \u201cmotivate\u201d his or her troops. Finally, he will talk about \u201cempower\u00ading\u201d his or her managers, teammates and employees. And during all this, he or she will work hard to \u201cmanage stakeholders\u201d.<\/p>\n
Look at these sentences carefully be\u00adcause they are telling. The subject of each of these verbs is the leader himself. The original intention was to involve others, to make room for everyone, and to make sure everyone ends up finding his or her own way within the team initiative. But, in fact, it is merely a cover or a disguise. The means and the words chosen simply show that nothing has changed in the end: the information still flows downward and deci\u00adsions are still made at the top and spread downstream.<\/p>\n
The revolution to operate is to reverse these sentences. The goal is to make the subject of these sentences \u2013 the actor of these verbs \u2013 no longer the leader, but the team member him or herself, the employee of the company, the average citizen. The question is not to focus on the leader to \u201cmake people adhere\u201d. The focus is that people decides to join\u201d the initiative, \u201cdiscover the meaning\u201d of the project that is being proposed, \u201cGet involved\u201d in its realization, and \u201ctake responsibility\u201d for its implementation. Regarding the stakehold\u00aders, the reversal is not to \u201cmanage then\u201d, but for them to \u201cagree\u201d to the project and participate in discussions and decisions.<\/p>\n[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”3.26.3″][et_pb_column _builder_version=”3.26.3″ type=”4_4″][et_pb_image src=”https:\/\/suresolutiones.com\/wp-content\/uploads\/2019\/07\/Untitled.png” _builder_version=”3.26.3″][\/et_pb_image][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”3.26.3″][et_pb_column _builder_version=”3.26.3″ type=”4_4″][et_pb_text _builder_version=”3.26.3″]
In short, this change revives the word sociocracy invented in the 19th century by the French sociologist, Auguste Comte.<\/p>\n
The autocrat has sole power. In a democracy it is the people who have the power. In sociocracy, governance is provided by the entire social body, that is to say, by the various related persons, and thus interdependent of each other. Americans, who do not like words that begin with \u201csocial\u201d, de\u00adscribe this with the words \u201cdynamic governance\u201d.<\/p>\n
It was not until the 1960s that sociocracy became operational, with the work of Gerard Endenburg. Endenburg is a Dutch engineer who inherited an electrical engineering business from his father. After a few years, marked by deep conflicts within the company, he decided to work to improve its organization.<\/p>\n
He combined his work with Kees Boeke, an educator of whom he had been a student.<\/p>\n
The objective was to implement socioc\u00ad racy, this dynamic governance, with the central concept: no decision can be taken while argued objections remain. To achieve this, Endenburg develops four operational principles that are ex\u00ad tremely simple:<\/p>\n
-The circle: Within a sociocratic orga\u00adnization, each work unit belongs to a traditional hierarchical structure, but this work unit also consists in a \u201ccircle\u201d. Operational issues remain treated by the traditional hierarchical structure; however, policy issues are dealt with within the circle. For example, one can imagine a project where all people re\u00adsponsible for deliverables are together in a circle. They decide on the strategic directions that should be taken. Once decisions are made, executions are carried out by the operational manager of the specific deliverable. In sociocracy, everyone belongs to at least one circle.<\/p>\n
\u2013 The double link: Each circle is connected to the upper circle by two different peo\u00adple. The line manager on the one hand, and a representative delegated by the circle on the other hand. He or she can grant or withhold its consent on deci\u00adsions taken at higher level. This double link provides two-way communication. With the double link, it is not possible to make a decision that condemns the rest of the organization or the project to failure.<\/p>\n
-Consent: Decisions are made based on the consent of all. No decision can be taken while a participant makes a reasonable and argued objection; how\u00adever, an objection commits its author to actively look for the solution, along with the entire circle. The goal is not to be all in agreement (and to achieve consensus), but that no one object (obtain consent).<\/p>\n
-The election without a candidate: The skills and qualities needed to be a good candidate are different from those needed to be a good elected representative! And rare are those who have both! The last principle of Eden\u00adburg\u2019s implementation of sociocracy addresses this dilemma. In sociocracy, elections do not require candidates. When specific responsibilities need to be assigned to someone, every member of the circle makes his or her suggestion and the person is chosen by consent from all members of the circle. To summarize sociocracy in one sen\u00adtence : it is about learning to reconcile rather than choose, learning to switch from \u201cor\u201d which divides and separates to \u201cand\u201d, which brings together; and associate, to move away from the \u201cyes but\u201d toward the \u201cyes and\u201d.<\/p>\n[\/et_pb_text][et_pb_image src=”https:\/\/suresolutiones.com\/wp-content\/uploads\/2019\/07\/Untitled1.png” _builder_version=”3.26.3″][\/et_pb_image][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”3.26.3″][et_pb_column _builder_version=”3.26.3″ type=”4_4″][et_pb_text _builder_version=”3.26.3″]
Recently, someone told me: \u201csociocracy is a figment of the imagination!\u201d He\u2019s wrong. Sociocracy is a legal structure in The Netherlands. More and more organiza\u00adtions operate with systems of governance dynamics. Local authorities, such as Com\u00admunities of Commons, have adopted such principles to strengthen democracy within their territory and involve citizens in the development of a development project. On the contrary \u2013 Not only it is not a figment of the imagination, but I believe, it is vital and necessary. Today\u2019s leaders who will not evolve toward sociocracy will face resistance and strong opposition.<\/p>\n[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]","protected":false},"excerpt":{"rendered":"
A leadership reversal is needed In our companies or communities, the revolution of the leadership is for now! This is the only way to meet the aspiration of involving stakeholders in decision-making process. This is the only way to take into account individual interests as collective interests. I use the term \u201crevolution\u201d delib\u00aderately and literally. […]<\/p>","protected":false},"author":1,"featured_media":684,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"\n
A leadership\nreversal is needed<\/p>\n\n\n\n
In our companies\nor communities, the revolution of the leadership is for now! This is the only\nway to meet the aspiration of involving stakeholders in decision-making\nprocess. This is the only way to take into account individual interests as\ncollective interests. I use the term \u201crevolution\u201d delib\u00aderately and literally.\nIt\u2019s a real turnaround that our leaders, managers and executives must operate.<\/p>\n\n\n\n
As evidence, let\nus look at some words from the vocabulary of today\u2019s decision maker. First, he\nor she will talk about the need to \u201cmake people adhere\u201d, whether it is to his\nor her team, company, or fellow citizens, to a common and shared vision. He or\nshe will still speak of \u201cgive meaning\u201d to the change he or she is about to man\u00adage.\nHe will seek to \u201cmotivate\u201d his or her troops. Finally, he will talk about\n\u201cempower\u00ading\u201d his or her managers, teammates and employees. And during all\nthis, he or she will work hard to \u201cmanage stakeholders\u201d.<\/p>\n\n\n\n
Look at these\nsentences carefully be\u00adcause they are telling. The subject of each of these\nverbs is the leader himself. The original intention was to involve others, to\nmake room for everyone, and to make sure everyone ends up finding his or her\nown way within the team initiative. But, in fact, it is merely a cover or a\ndisguise. The means and the words chosen simply show that nothing has changed\nin the end: the information still flows downward and deci\u00adsions are still made\nat the top and spread downstream.<\/p>\n\n\n\n
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