holacracy

Holacracy is a method of organizational governance that replaces traditional management hierarchies with self-organizing circles and distributed authority. It defines work through explicit roles rather than fixed job titles, and it uses formal processes to propose changes to the organization’s structure and to coordinate day-to-day activities.

Core concepts include circles, roles, and governance. Circles are semi-autonomous units with a defined purpose; they can be nested within a broader hierarchy. Each circle contains roles, which are sets of accountabilities and domains assigned to individuals. Roles can be added, removed, or updated without changing a person’s job title, and an individual may hold multiple roles across different circles. A lead link in each circle provides overall accountability and assigns roles; a rep link connects the circle to its parent, ensuring feedback and alignment.

Governance in holacracy is conducted through a constitution and formal meetings. Proposals for changing roles or circle structures are handled through governance meetings and are settled by consent-based decision-making, often through integrative methods that address concerns rather than voting. Tactical meetings address day-to-day work coordination and issue resolution. The system aims to distribute authority and empower rapid adaptation, while maintaining a clear audit trail of decisions.

History and adoption: Developed by Brian Robertson, holacracy was codified in the Holacracy Constitution and implemented by organizations that license the framework through HolacracyOne. High-profile adopters include Zappos; others have experimented with variations. Critics point to complexity, demand for extensive training, and mixed outcomes across contexts.

See also: sociocracy.