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.

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