Holakratie

Holacracy is a method of organizational governance and management that replaces traditional hierarchical structures with a system of self-organizing circles and clearly defined roles. Authority is distributed through semi-autonomous units, and decision-making proceeds through formal processes rather than through a single manager's fiat.

Developed by Brian Robertson in the early 2000s, Holacracy was popularized by its adoption in several organizations and codified in the Holacracy Constitution, which specifies roles, circles, meetings, and the rules by which work is governed.

Core concepts include circles, which are semi-autonomous teams; roles, which are dynamic responsibilities assigned within circles; accountabilities, linkages between roles; governance meetings that reconfigure roles and circles; tactical meetings that coordinate day-to-day work; and the practice of addressing tensions through structured proposals.

Roles are not fixed job titles; they describe purpose, domain, and accountabilities. Roles can be created, moved, or removed through governance, and individuals hold multiple roles across different circles.

Governance meetings adjust structure, while tactical meetings address execution. Decisions are made by consent, meaning proposals move forward unless there is a reasoned objection that can be integrated. Tensions raised by participants serve as triggers for governance changes.

Adoption varies by organization. Proponents cite clearer authority, faster adaptation, and empowerment; critics point to complexity, training overhead, and challenges in implementation and culture fit. High-profile adopters include Zappos and several others, though many organizations modify or abandon Holacracy over time.