1.2.3 eufocracy

eufocracy principles

Yes, please have fun saying this out loud and hearing how obsene it sounds.

If it challenges your sensitivity a bit too much you may also call them our "self-management principles", valid both for employees and volunteers (they were originally created for Unleash, doc can be found here).

We structure the people around the work, and not the work around the people.This is the reason why one person (can) hold many different roles, because the person and the role is separated. It help us in creating clarity for ourselves and for others.
Nothing is fixed forever.The roles and circles are not fixed, they constantly shift and change according to what is needed. The image to hold is the image of a living organism, where cells and organs constantly changes according to the circumstances (this means that it is always possible to change a role/circle, and to ad a role/circle).
Autonomy. In your role you have the authority to take any action that make sense to you, in order to fulfil the purpose of the role. You do not need permission from anyone to do something (as long as it is in your accountabilities). It is always a good idea to seek for advise, but you always have the autonomy to take individual action to get what you need to work in your role.
Power is distributed.We want to triage the work away from the supercircle (unlab circle) as much as possible by enabling and empowering the inner circles to have the answers/information that is needed and the authority to take the decisions that is needed within Self-managed teams. Therefore it is important to have a dynamic support structure that walks behind the teams not in front of them.
If it does not move us backwards we do it. “What is good enough for now, is safe enough to try” is important to embody in our daily work, and help us to trust in trying out and not working to make thing perfect (it will never be)
The two focuses, tactical vs governance: in order to keep meetings productive, effective and helpful we use 2 different focuses during the meeting. first focus is called the “Roles/governance focus” and is about looking at roles and how the circle works. second focus is called “tactical focus” and is about looking at the work and tasks that needs to be done. It important to keep the focuses clean… “Dont get dirty”...
Culture of explicit expectations. Often you see a lot more work in your role than you actually have. Pay attention to what your accountabilities are, and remember you are ONLY responsible for your accountabilities. All the work is completely explicit, it is clear where and from whom to find what answers. All accountabilities of all roles are completely transparent, and so you can always see who is accountable for what and if things needs to change - then bring it to a meeting.
Total responsibility. Everyone in every role senses tensions. (Tension means: there is a gap between how you feel the reality should be and how it is) Every role is responsible and has the authority to raise a tension, and in the structure it is clear whom to go to.
Duty of prioritization: 1. You have a duty to prioritize where to focus your attention and resources. 2. You must communicate your prioritization clearly to your circle, to let them know what next actions you prioritise and which you do not prioritise and why. The circle has to respect and acknowledge every prioritisation that the roles take 3. In your prioritization process it is important that you go back to the purpose of the circle, as well it is important to take the things you have prioritized as a circle into account.
Radical Collaboration: is euforia collaboration methodology. RC is about raising self-awareness and building long term relationships. By having a common language and having RC tools and practices it is possible to enable more trustful and effective collaboration. In the next years euforia will have a lot more of these trainings happening next to the RevLab and Unleash programme.

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eufocracy principles

Yes, please have fun saying this out loud and hearing how obsene it sounds.

We structure the people around the work, and not the work around the people.This is the reason why one person (can) hold many different roles, because the person and the role is separated. It help us in creating clarity for ourselves and for others.

Nothing is fixed forever.The roles and circles are not fixed, they constantly shift and change according to what is needed. The image to hold is the image of a living organism, where cells and organs constantly changes according to the circumstances (this means that it is always possible to change a role/circle, and to ad a role/circle).

Autonomy. In your role you have the authority to take any action that make sense to you, in order to fulfil the purpose of the role. You do not need permission from anyone to do something (as long as it is in your accountabilities). It is always a good idea to seek for advise, but you always have the autonomy to take individual action to get what you need to work in your role.

Power is distributed.We want to triage the work away from the supercircle (unlab circle) as much as possible by enabling and empowering the inner circles to have the answers/information that is needed and the authority to take the decisions that is needed within Self-managed teams. Therefore it is important to have a dynamic support structure that walks behind the teams not in front of them.

If it does not move us backwards we do it. “What is good enough for now, is safe enough to try” is important to embody in our daily work, and help us to trust in trying out and not working to make thing perfect (it will never be)

The two focuses, tactical vs governance: in order to keep meetings productive, effective and helpful we use 2 different focuses during the meeting. first focus is called the “Roles/governance focus” and is about looking at roles and how the circle works. second focus is called “tactical focus” and is about looking at the work and tasks that needs to be done. It important to keep the focuses clean… “Dont get dirty”...

Culture of explicit expectations. Often you see a lot more work in your role than you actually have. Pay attention to what your accountabilities are, and remember you are ONLY responsible for your accountabilities. All the work is completely explicit, it is clear where and from whom to find what answers. All accountabilities of all roles are completely transparent, and so you can always see who is accountable for what and if things needs to change - then bring it to a meeting.

Total responsibility. Everyone in every role senses tensions. (Tension means: there is a gap between how you feel the reality should be and how it is) Every role is responsible and has the authority to raise a tension, and in the structure it is clear whom to go to.

Duty of prioritization: 1. You have a duty to prioritize where to focus your attention and resources. 2. You must communicate your prioritization clearly to your circle, to let them know what next actions you prioritise and which you do not prioritise and why. The circle has to respect and acknowledge every prioritisation that the roles take 3. In your prioritization process it is important that you go back to the purpose of the circle, as well it is important to take the things you have prioritized as a circle into account.

Radical Collaboration: is euforia collaboration methodology. RC is about raising self-awareness and building long term relationships. By having a common language and having RC tools and practices it is possible to enable more trustful and effective collaboration. In the next years euforia will have a lot more of these trainings happening next to the RevLab and Unleash programme.