Holakratiaan

Holakratiaan, often referred to by the English term holacracy, is a system of organizational governance that replaces traditional management hierarchies with self-organizing teams and distributed authority. It is designed to distribute decision-making and responsibilities across formal roles within nested circles instead of concentrating power at the top.

Core elements include circles (precisely bounded groups that govern a domain), roles (defined with a purpose and domain of authority), a constitution that codifies rules for role assignment and decision-making, and regular meetings that maintain organizational rhythm. Roles carry explicit authorities and accountabilities, while individuals typically hold multiple roles across different circles.

Decision-making is typically conducted by consent, with objections treated as tensions to be resolved, and authority is distributed through clearly defined roles rather than job titles. Governance meetings adjust roles and policies (who does what, with what authority), while tactical meetings synchronize day-to-day work. Circles have a double-link: a lead link and a representative from the next higher circle, ensuring alignment and accountability.

Originating in the early 2000s from inventor Brian Robertson, holacratie was formalized in a structured constitution and popularized by organizations offering training and governance tools. It has been adopted by a range of companies seeking agile, transparent governance, though evidence on outcomes is mixed and implementation varies.

Critics point to complexity, substantial training requirements, potential for role fragmentation, and high governance overhead. Supporters say it clarifies authority, improves adaptability, and reduces bureaucracy when properly implemented, though success depends on cultural fit, commitment to process, and ongoing governance work. Related concepts include sociocracy and other forms of distributed governance.