We’re joined this week by Brian Robertson, founder of HolacracyOne, a company whose aim is to liberate the soul of organization. We discuss with Brian the main principles and practices behind Holacracy—a system that Brian helped develop as a new operating system on which businesses can run. He distinguishes between what he calls “predict-and-control” management practices and “sense-and-respond” processes, which are much more like the dynamic steering of a bicycle.
We also look at the parallels between the practice of Holacracy and the practice of meditation. Brian’s description of Holacracy as a practice which encourages people to be ruthlessly present with current tensions and to not identify with the roles that they fill are two striking examples of meditative principles applied to business. We conclude our discussion by exploring what he calls “the tyranny of consensus”, seeing that even with a group of highly conscious individuals we may not have the collective skills to really give life to the organizations we’re a part of.
This is part 1 of a two-part series. Listen to part 2, Organizational Enlightenment.
HolacracyOne ( http://holacracy.org )
Differentiating Role and Soul ( http://www.holacracy.org/blog/differentiating-role-and-soul )