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    Governance       Online Workshop      Strategy Failure?        Tele-classes


Dynamic 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.

Organisations 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.

Governance       Online Workshop      Strategy Failure?        Tele-classes

Online video-conference interactive learning workshop series


Increasingly 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?
  • How do you, conversely, prevent blind group think?
  • How can an organisation uncover and tap into the inner wisdom of its introverts?

This 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.

For more information go to the Introducing Collaborative Decision-making page.

Once you have participated in this core introctory module you can delve deeper and go on to take another 6 modules of the series described in detail here. The 6 modules are:

  • Roles in Self-organising Circles
  • Running Effective Governance Meetings
  • Embracing Diversity
  • Complex Decision-making
  • Feedback and Development
  • Conflict Resolutions

You can cover the material in several ways:

  • Do all of the 6 modules one by one.
  • Do a 10-week online course covering the same material but working in a team on an actual project, i.e. experience sociocracy in action. Check SOLT out.
  • If you are in an organisation, either run the whole course as a 2-day face-to-face workshop, or through an online video course supplemented with live group coaching. Check Teams out.

Check out Collaborative Decision-Making 4 u for more detail.

Governance       Online Workshop      Strategy Failure?        Tele-classes


Do 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?

Below are group teleconference workshops ('teleclasses') that we offer as part of dynamic co-governance facilitation. For more detail go to workshops:


For 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 case:

  • Poor alignment down and across the organisation
  • Internal sabbotage by not consulting all involved
  • Counterproductive feedback systems
  • Not properly thought through and not iterative either
  • Insufficient commitment across the organisation

You 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.



Governance        Online Workshop      Strategy Failure?        Tele-classes

Below is an overview of our DYNAMIC CO-GOVERNANCE workshop modules:


This 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:

  • C-1: Getting to basic consent
  • C-2: Valuing concerns & objections
  • C-3: Electing people to roles
  • C-4: Presenting proposals for consent
  • C-5: Implementing joint decisions


This 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

  • D-11: Forming a full picture of an issue
  • D-12: Jointly forming proposals
  • D-13: Selecting from multiple options
  • D-14: Reviewing proposal to consent
  • D-15: Creating dynamism in decisions

D-2: Effective circle meetings

  • D-21: Opening a circle meeting
  • D-22: Closing a circle meeting
  • D-23: Preparing a circle meeting
  • D-24: Concluding a meeting
  • D-25: Trouble-shooting in meetings

For more detail of the workshop, click on the links C or D (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 Vouchers.



Sociocracy is a holistic way to structure and govern groups & organisations which thrives on diversity and multiperspectivity. Sociocracy thereby:

  • harnesses team wisdom
  • promotes full engagement
  • manages complexitiy

Engaged 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 for:



This 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.

Working towards a new form of capitalism with organisations far more focussed on the common good in general and the shared values of members specifically.

All 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.

Open 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.


Sociocracy in business - short video


Listen to great introduction to sociocracy in radio interview:

Listen to Wayne Hurlbert on Blog Talk Radio (interview 1 hour)

BLOG ( be.open2flow.co.uk)


If you have any question or would like to discuss anything raised, please give us a call or send us an email.
Tel: +44 (0)20 7117 8648  OR  EMAIL  US

Inspiring organisations to be more innovative, engaging hearts and minds holistically, and to create great client & community value with the least effort, cost and harm to ecology
Tel: (+44) 020 7117 8648
email: info@open2flow.co.uk
Fax: (+44) 070 9286 3755

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