Co-Governance, known as 'sociocracy' in Europe, is an organisational
system and structure designed to achieve participative alignment,
but without the often very inefficient processes normally
associated with democracy or consensus. It offers a way of
organsational decision-making and choice-creating process
where every voice can be heard equivalently and so ensures
that no stone is left unturned and no perspective left unviewed,
thus producing very rich considered collective decisions.
Sociocracy was first developed in Holland 50 years ago and
is now the standard approach of organisational governance
in many organisations in Germany, Austria, Switzerland, Italy,
France, Holland, Sweden, UK, Austraila, USA and Canada. It
is 'dynamic' as it enables organisations to steer fluidly
in ever changing organic world.
face challenges that are so complex that solutions cannot
be found or implemented by a few elite leaders at the top.
What is required is full involvement, collaboration and engagement
of all involved in an organisaiton. This requires a different
type of decision-making, which is democratic in the sense
that all are involved, but not democratic in the sense that
it is not limited by poor bi-polar antagonistic (adversarial)
voting, which is fundamentally an exclusive thus very impoverished
form of collective thinking. DCG is a collective way of thinking
which is inclusive and holistic and takes into account the
diversity of perspectives, a symbiosis releasing the soul
of the collective.
video-conference interactive learning workshop series
teams have to make decisions as a collective, especially in
self-organised organisations. Research shows repeatedly that
decisions reached collaboratively by good functioning teams
are far wiser and more innovative than ones taken by an individual.
While this is generally recognised, most teams actually do
not know how to take decisions as a group, and often revert
to competitive sometime bullying behaviour. This is not surprising
as collective decision-making is not something that is generally
taught. However, this needn't be so.
How does a team make collaborative decisions efficiently
without lolng deliberations?
do you, conversely, prevent blind group think?
can an organisation uncover and tap into the inner wisdom
of its introverts?
interactive 2-hour introductory module video-call will demonstrate
how colloaborative decision-making can be achieved efficiently,
while also offering time for participants time to learn and
practice some of the basic processes themselves.
your meetings run smoothly? Are you able to engage everyone
in the decision-making process? How do you elect representatives?
Are you able to make collective decisions quickly and efficiently?
are group teleconference workshops ('teleclasses') that we
offer as part of dynamic co-governance facilitation. For more
detail go to workshops:
DO MANY STRATEGIES FAIL?
every 100 business books on strategy, 98 are about strategy
creation and what constitutes good strategy, yet only 2 are
on strategy implementation or deployment. Most organisations
pay lip service to implementation, and the consequences of
implementation in the process of strategy creation itself.
Is it any wonder then that most strategies and policies do
not work out so well?
We will consider various reasons why this might be the
alignment down and across the organisation
sabbotage by not consulting all involved
properly thought through and not iterative either
commitment across the organisation
will share some workplace experience with others related to
strategy failings, learn at least one key point or skill.
The module is for those who
are possibly wondering why they are not achieving what they
were hoping for from their strategies, or who want to be aware
of the potential problems and pitfalls when deploying a strategy.
BY TELEPHONE (GROUP COACHING). Offered On Demand.
5 x 1-hour module course teaches a highly efficient and effective
form of collaborative decision-making, with a substantial
amount of time spent practicing the few skills needed to make
joint decision-making and collaboration fun and effective.
The course comprises:
10 x 1-hour module course teaches a very effective form of
joint problem-solving which enables groups to look issues
from multiple perspectives and to tap into their collective
wisdom, as well as how to run better more efficient meetings
which are fun and effective. The course is structured:
D-1: Collaborative Proposals
Forming a full picture of an issue
Jointly forming proposals
Selecting from multiple options
Reviewing proposal to consent
Creating dynamism in decisions
Effective circle meetings
Opening a circle meeting
Closing a circle meeting
Preparing a circle meeting
Concluding a meeting
Trouble-shooting in meetings
more detail of the workshop, click on the links C
(titles above). To view when the teleclasses are scheduled,
go to master schedule.
To take part please use the registration
form for the course or module, as well as to purchase
is a holistic way to structure and govern groups & organisations
which thrives on diversity and multiperspectivity. Sociocracy thereby:
creativity does not happen if creators are not also stakeholders
in some form in the organisation they are participating in, hence
the need to share decisions and to involve all in the decision-making
process. The old command and control style is outdated and ineffective
in today's world of complexity. All perspectives need to be considered,
everyone should be empowered and need be involved to enable a richness
of decisions and commitment to innovation. For this reason we call
is in line with the principles of TQC, TPM, 'Total' referring to
responsibility of all, not just quality dept, maintenance dept or
in case of TIG, not just the managers and directors. All need to
be involved and to participate in an integrated design kind of way.
towards a new form of capitalism with organisations far more focussed
on the common good in general and the shared values of members specifically.
collaborate holistically in a concerted effort towards good of the
socius or organisation by consent. Possibly counter-intuitive, seeming
more time consuming on surface, it is not competition-based, but
inclusive, taking all perspectives into account, therefore better
quality decision, and moreover, once decided much quicker to implement.
Overall more cost effective, and inspirational.
structured decision-making process: Holistic,
symbiotic, inclusive (diversity), equivalent and pluralistic decion-making,
based on complementarity and consent (not voting or consensus),
which focusses on common goals and common good.