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Self-organizationThe path to happiness or to hell?
Christoph Meier | christoph@sfera.ch
First: Some legal clarification
§1 Roles1.1. The Team: “The Team” always refers to the the group of human individuals present in this room, except The Speaker (see 1.2.). Often The Team is also addressed as the attendees, the workers, the listeners, the audience
1.2. The Speaker: “The Speaker” always refers to the person holding the power of defining the topic and frame of this present session. Often The Speaker is also addressed as the teacher, the boss, the owner, the CTO (Chief Talking Officer)
§2 Self-organization2.1. The Speaker hereby declares The Team as self-organized entity and refuses to hold any accountability for the outcome of the present session nor any further action of The Team
2.2. The Team can now do whatever it wants.
2.3. The Speaker will be be in vacation for the next few months to enable The Team to become truly self-organized (or is ist self-organizing?)
“You are now self-organized!”How does it feel to be forced into “self-organization”?
“You are now self-organized!”How does it feel to be forced into “self-organization”?
Let’s look at the results of the survey
The original concept of “self-organization” (1947)
«Any deterministic dynamic system automatically evolves towards a state of equilibrium that can be described in terms
of an attractor in a basin of surrounding states». (William Ross Ashby, 1947)
Order from noise«self-organization is facilitated by random perturbations
(‘noise’) that let the system explore a variety of states in its state space».
(Heinz von Foerster, 1960)
Scrum Guide«Scrum Teams are self-organizing and cross-functional.
Self-organizing teams choose how best to accomplish their work, rather than being directed by others outside the team.»
Frederic Laloux
“Reinventing Organizations”
(2014)
Evolutionary-TealSelf-Management
WholenessEvolutionary Purpose
Self-Management (Laloux)«Teal Organizations have found the key to operate effectively,
even at a large scale, with a system based on peer relationships, without the need for either hierarchy or
consensus.»
Buurtzorg (Laloux)«The team is in charge of all the tasks: They provide care,
and decide on how many patients to serve. They do the intake, planning, vacation and holiday scheduling,
administration. They decide where to rent an office, when they meet and how they will distribute tasks among
themselves, They decide if they need to split the team, and they monitor their own performance and decide on corrective
action if productivity drops.»
Hierarchy and ComplexityHierarchical systems work well in ordered
environments.Complex environmentsenvironments require
distributed authority.
Examples of self-organizing systems
World economics The human brain
A forestA flock of birds
What is needed in order to make self-organizing
organizations a success?Take 1 minute to think, Find a partner to share (1
minute each), pair up pairs in groups of 4 (1 minute each), share in the big round.
What is needed ...● Energy and work must be invested into the system● All the agents need the full information● Constant communication between the group members● Frequent Feedback● Multiple interactions between the members● Dynamical non-linearity● "Experiments" to trigger emergent behaviour ● Balance of exploitation and exploration ("Earning and
Learning", "Giving and Taking")
What is needed ...● Dynamic Structures● Coordination mechanism● Sensing tensions● Personal maturity● Communication skills● Transparent information about everything● Equal voices● Collective intelligence and collective intuition harvesting● Decision making process
7 Principles
Sociocracy 3.0 (S3)Uses the word “self-governing”
Governance = decisions that govern future actions and behaviour. (What-to-do level and How-to-do level)
Governance = The act of setting objectives, and making and evolving decisions that guide people towards achieving them
Sociocracy 3.0 (S3)Is a Practical Guide For Evolving Agile and Resilient Organizations of any size, from small start-ups to large international networks and nationwide, multi-agency collaboration...
Sociocracy 3.0 (S3)Is a collection of guidelines and principles based patterns for collaboration, to navigate complexity, adapt and evolve. The patterns have proven helpful for organizations to improve performance, alignment, fulfillment and wellbeing.
Patterns are behavioural or structural.
Sociocracy 3.0 (S3)… provides an organic, iterative approach to change that
meets organizations where they are, … and helps them move forward at their own pace and
according to their unique context and needs.
Artful Participation
Good enough for now - safe enough to try
Consent =No Objection = Good enough for now - safe enough to try
Adapt Patterns To Context
Cost of Context-switch aka “cost of change”
20%40%
60%80%
Are these patterns familiar?
Learn about S3Next Trainings in Switzerland:22-24 Jan 2020, Zürich, german01-03 Apr 2020, Zürich, english
https://sfera.works/wp/kurse/
Read / Watch / Learn / Talk https://sfera.ch
https://sociocracy30.org/
https://sfera.works/wp/kurse/
Evaluate MeetingPlease provide your feedback
@chrmeierchristoph-meier-chchristoph@sfera.ch
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