1.2.1 Structure

Structures for self management

Here is what you will find in the next chapters:

• Why no bosses?

• Self managing teams

• What we use (and don't) from holacracy

• Granular roles

• Volunteer task forces

To be added some day maybe:

• Trust vs control

• HUGO board?

• Simplified project management and prioritization based on collective intelligence:

  • no global view of who is doing what where and how much time is spent on which project. In case there is a need to organize, it will happen organically. = No need for consulting type tools to allocate resources to projects.

  • Problems/opportunities are logged into a log book and whoever wants to discuss can join. If no one picks up an issue, then issue not that important.

• Coordination across teams: INFORMATION TECHNOLOGY TOOLS such as internal social networks and knowledge repositories can play a critical role in steering clear of unnecessary structures. All the people together are the experts.

• Scaling euforia: Scale changes surprisingly little in the structures and practices of self management. We could use self management as a driving force for our scaling > no need for formal organizations (even internationally), wait and see what comes up from the volunteers’ needs for organization/governance.