!!> EPUB ❃ La révolution Holacracy ✾ Author Brian J. Robertson – Turboville.co.uk

La révolution Holacracy I love the idea of roles, along with their responsibilities and accountabilities, versus job titles My criticism of circles is that they are just another way to draw a tree hierarchy Try and see The lead link is still a supervisor role despite what the Holocracy training states It is well written and persuasive It is also a dangerous management system that can undermine a company, as it did with mine when we tried to implement it It nearly brought us down My takeaway is that there is no system that can replace solid leadership If you re the CEO, you need to own it and get to work It s super tempting to abdicate responsibility but it is simply the wrong path to take Yes, people make mistakes, but applying a straightjacket for decision making process is not the answer The answer is reflection, continuous improvement, clear roles, and autonomy Yes, signals might get lost, but the answer is not allowing all the noise to go through the same process The answer is to cultivate better signalling and better filters to reduce the noise Yes, we sometimes get lost in endless debate, but the answer is not to force decisions The answer is to AVANT PROPOS DE BERNARD MARIE CHIQUET, IGI PARTNERS Le Mod Le Holacracy A Boulevers Mon Univers David Allen Voici Enfin Un Ouvrage Du Cr Ateur De Holacracy, Qui Montre Le Fonctionnement Et La Mise En Oeuvre De Ce Nouveau Syst Me R Volutionnaire De Management Des Entreprises Holacracy Est Un Syst Me Tr S Structur Offrant Aux Gens Le Pouvoir De Prendre Des D Cisions En Fonction De La Nature De Leur Travail Leurs R Les Et Non De Leur Titre Leur Poste Il En R Sulte Le Management Traditionnel Des R Unions P Nibles D Structur Es Ou Peu Structur Es Une Structure Organisationnelle Rigide Une Conception Organisationnelle Ax E Sur Le PDG Les Managers Sont Des Freins La Prise De D Cision L Holacracy Des R Unions Clairement Cibl Es Et Coh Rentes Une Structure Organisationnelle Volutive Une Conception Locale Et Distribu E De L Organisation Une Structure Claire Pour Une Prise De D Cision Distribu E Je Vous Recommande Vivement Cet Ouvrage Comme Bible Holacracy Si Vous Recherchez Une Nouvelle M Thode De Travail Tony Hsieh Before I start I don t think I m able to properly review this book with reviewing the concept of Holocracy itself It s technically possible, but it doesn t make IMHO much sense.The overall concept of Holocracy to replace inefficient troublesome mgmt hierarchies with system of nested circles governed by process itself sounds very crazy, but actually the city metaphore made me give it a deeper thought Anyway even if I agree with many statements, even if I ve made plenty of bookmarks got inspired to write at least few blog posts, I think that YES, Holocracy may work but only if you start it from scratch of within a really small company And author did literally nothing to convince me I m wrong he s quite good in presenting the pros of Holocracy, but there s barely any mention of potential risks that can happen decision paralysis within governance process gaps in processes in context of contradicting positions of circle s members potential slowness of decision making progress VETOers etc.What did I like most short idea about dealing with compens I started this book expecting to hate it, but I actually enjoyed it It s a good question why I would read a book I expected to hate, but that s another topic It s probably the cover which I found off putting which makes the book look like another over confident, but basically vacuous business nonsense In reality this is a well thought through and genuinely innovative set of thinking about organizations It is also well written, being an easy read, which is a good trick to pull off for novel ideas.To some extent the tone of the book reminded me of some of the writing on Agile, and also a little of Goldratt s theory of constraints not that there is any direct comparison The similarity was in Robertson s idea of tensions, which reminded me of Goldratt s focus on constraints So, great worth reading and interesting Will it work Frankly, I don t know Most of the organizations involved are fairly small Some of the organizations I work with have people in support functions like procurement, than many of the organizations mentioned here employ in totality Also many of the organizations are relatively new, and I would be interested in the change impact of trying to implement this in a long established business culture But that is not a reason to reject the thinking It s just a reason to be a little careful After all we all know there s a lot wrong with many organizations and the way Robertson looks at these c This book does a great job at showcasing Holacracy, a new management system that distributes authority and accountability throughout an organization, instead of relying on managers to guide employees What makes this book successful is that it includes both the why and the how to use Holacracy, all in a digestible read.An aspect of Holacracy dear to me is that unlike current discourse on the matter, it doesn t put employees and companies interests back to back Instead it proposes a system in which both personal autonomy and a fierce focus on the company s success are part of the same equation.After years of hearing about Holacracy and reading bits and pieces about this rich model here and there, I can t recommend th I read this book because it was discussed in Reinventing Organizations as a complete system for running things under self organising principles Unlike Reinventing Organizations, this book is not intended to be an inspirational guide, at least I don t think so Instead, it is meant to present the management system that is Holocracy, walk us through its elements, its processes, its systems, and help us in deciding if we want to adopt it The great advantage of adopting this management system is that it is fully developed, tried, testing, and mature Attempting to redo this from scratch, I think, would be ludicrous Then again, some aspects of the system may not be appealing to some.In essence, it is a management system that replaces the traditional tree like hierarchical structure that is so limiting and stifling, by a network of roles and circles of connected roles that continuously evolve under the natural forces at play in the organisation Roles have specific authorities and accountabilities, and have full control and authority of them Circles also have specific authorities and accountabilities, and have connections to the parent or sibling circles through links Everything is stirred through two types of meetings tactical meetings for processes and operations, and governance meetings to discuss, evolve and change roles and accountabilities All tensions are processed during meetings, and nothing that needs to be dealt with is left out either The concept is interesting, the presentation of the concept of Holacracy is detailed, but unfortunately not exciting enough I was dragging myself through the chapters It is clearly an important experiment and step towards new ways of working together as opposed to working for and under over, etc I need to experience Holacracy for giving it a fair review On paper it appears to be a replacement of old structures that were becoming inefficient and rather an obstacle with a new structure that promises efficiency through better procedures, rules and governance It sounds all meaningful, yet also very clean and procedural I am missing the human stories in this book What about conflicts and chaos H A process heavy straightjacket for organizations that can t figure out how to delegate the rules of communication. Holacracy is a governance system and a registered trademark owned by HolacracyOne The word Holacracy is very easy to confuse with holocracy with an o , which means universal democracy Robertson s aim with the system is to harness the tremendous sensing power of the human consciousness available to our organizations p 7 This harnessing is done by a set of core rules p 12 The Holacracy constitution acts as the core rule book for the organization p 21 Robertson hopes that his readers will approach the book not as a set of ideas, principles, or philosophies, but as a guide to a new practice pp 13 14.Brian Robertson s book is very readable and informative I share Robertson s view on the problems associated with predict and control p 7 and his interest in finding better ways to work together p 12 , but I can also see problems with heavily rule based approaches I think there s a fundamental difference between following rules and honoring agreements Rules are externally focused, while agreements are internal because they are directly linked to will Agreements, not rules, are the glue that ties commitment to results.Brian Robertson focuses on practices in his book, while my interest primarily is on principles This doesn t mean that I think practices are unimportant I share, however, Ralph Waldo Emerson s view that The man who grasps principles can successfully select his own methods The man who tries methods, ignoring principles, is sure to have trouble To paraphrase Emerson, the ma

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