Holakrati

Holakrati is a system of organizational governance that replaces traditional hierarchical management with distributed authority and self-organizing teams. Authority is embedded in roles that reside within circles, rather than in a formal chain of command. Circles act as semi-autonomous units that govern their own work, defining tasks through clearly specified roles. Each role has a purpose, accountabilities, and domains; an individual may hold multiple roles across different circles. A lead link connects a circle to its parent, while a rep link connects it upward; many implementations use double linking to maintain alignment.

Decision-making is organized around two parallel processes: governance meetings, which update the structure, policies, and roles; and tactical meetings, which coordinate daily work. Decisions are typically made by consent, focusing on removing objections rather than seeking unanimous approval. Tensions—perceived gaps between work expectations and outcomes—are recorded and used to propose changes.

Holakrati was developed by Brian Robertson in the early 2000s, with the book Holacracy: The New Management System for a Rapidly Changing World published in 2015. Proponents report greater clarity, faster adaptation, and explicit accountability. Critics raise concerns about complexity, the training burden, cost, and questions about genuine empowerment or cultural fit. Adoption has varied; some organizations report improved responsiveness, while others discontinue the system.