SOCIOCRACY 3.0 - Effective Collaboration at Any Scale

SOCIOCRACY 3.
Effective Collaboration at Any Scale
3
An Open Framework for Agile
and Resilient Organizations
CC
CC
flexible principles based free
A Sociocracy 3.0 resource by J. Priest, L. David and J. Cumps (v2017-05-03) - based on original material by Sociocracy30.org - J. Priest and B. Bockelbrink
river for learning about S3
People in organizations are looking

for ways to navigate complexity,
raise engagement and adapt to
rapidly changing contexts. There is
a need for practices and structures
that facilitate effective
collaboration, and transform
challenges into opportunities to
learn and grow.
Four Dimensions
Participation
Agility
Focus
interactions Contribute
Clarify domains Flow info & influence
Raise engagement
Respond quickly and accountability
and effectively to
changing contexts
Build collaboration
Learn & grow
Structure org Link domains
Agreeing
Doing Backlog
Clarify WHY
Prioritize backlogs Tap Co-create
Identify &
collective intelligence
distribute Free people up
work to make more effective
to create maximum decisions
value To Do Doing Done
Experiment Good enough

and learn agreements
Review & improve
Pull in work
A Sociocracy 3.0 resource by J. Priest, L. David and J. Cumps (v2017-05-03) - based on original material by Sociocracy30.org - J. Priest and B. Bockelbrink A Sociocracy 3.0 resource by J. Priest, L. David and J. Cumps (v2017-05-03) - based on original material by Sociocracy30.org - J. Priest and B. Bockelbrink
History & Evolution
A C Y Agi
O ~ C R le
SOCI { p ow e r / ru l e }
&
Lea
c
o
i
u
al
p
g
}
r Sociocratic n
{ so
Circle Organization
3.0
Method
Kees
August BOEKE Holacracy Open source
Engineering
COMTE Lester Frank
WARD Quakers Sociocracy 3.0
Social ideas
2.0
Meeting James
Scientific practices Brian
Democracy PRIEST
method
ROBERTSON
Bernhard
1.0 Gerard
ENDENBURG BOCKELBRINK
1851 1881 1926 1970 2008 2014
Co-creation Those
Navigate via
Affected
and Evolution Decide
Tension
Respond to Qualify
Driver Role
Organizational Organizational
Mapping Selection
Drivers Drivers
Consent
Resolve Evaluate
Objection Decision
Objections Agreements
Making
Proposal
Forming Building
Organizations
Represent- Helping Open

Role
ative Team Domain
Nested Double
Circle Linking
Domains Linking
Plan and
Focused Daily
Review
Stand-up
Interactions Meeting
Governance Coordination
Retrospective
Meeting Meeting
Organizational Peach Double Linked
Organization Hierarchy
Structure
Delegate Open Coordination

Holding Circle
Circle Systems Circle
Fractal Backbone
Organization Organization Defining
Agreements
Evaluation Describing
Agreement Strategy
Criteria Deliverables
Logbook Intended Domain

Logbook
Keeper Outcomes Description
Contracting
Enablers of Transparent
and
salary
Co-creation Accountability
Artful Breaking
Bylaws Support Role
Participation Agreements
Adopt the
Agree on Governance
Seven
Values Facilitator
Principles
Meeting Practices Meeting Host
Evaluate Facilitate Governance

Rounds
Meeting Meeting Backlog
Effectiveness Development Peer

Ask for Help
Review Plan Feedback
Peer Development
Align Flow
Limit Work Coordinator

Organizing Work in Progress (Role)
Prioritize Pull System Visualize

Backlog
Backlogs for Work Work
Invite Be the
Change Change
Bringing in S3
Adapt Pull System

Open S3 CI of work
Patterns to for Org
Adoption process
Context Change
Seven Principles
Equivalence
me you
Transparency Accountability
Consent
Continuous Empiricism
Improvement
Effectiveness
river
a . k . a. the WHY
A situation that
motivates action
simply described in a
Driver Statement:
Cre a t e
State
...a description of the
what's happening obviou
n s!
v atio
ser and
ob
what's needed p
rec
e des
the
'ho
w'
Primary Driver
subdrivers
Driver Statements
- typical examples a team may face -
Our team is getting stuck in administrative work. We

. for more valuable matters.
need to free ourselves
We spend a lot of time developing features

based on speculation. We need to agree on
ways to validate assumptions earlier.
At times the communication and work in our

globally distributed team is disjointed and
inefficient. We need to streamline how we work
to create maximum value.
- Primary Driver for S3 framework -
We came together to create a body of CC licensed

learning resources, synthesizing ideas from SCM, Agile
and Lean. We discovered that organizations of all
sizes need a flexible menu of practices and structures
- appropriate for their specific context - that enable
effective collaboration.
A Thrive-in Collaboration resource by J. Priest, L. David and J. Cumps, based on original material by Sociocracy 3.0 - J. Priest and B. Bockelbrink
Domain
a distinct area of influence,

activity and decision making
within an organization
defined in relation to an
Organizational Driver by
key responsibilities: (specifics of the work and

decision making)
we delegate these
domains but retain
and constraints to
overall accountability autonomy and influence:
(e. g. budget, resources,
level of delegation, reporting)
we take
accountability
I take
accountability
R
Navigate Via Te
nsio
n
Par
Stimulus t 1
Preferred Current
situation situation
Response
A situation Articulate the

that motivates
action RIVER
What's happening?
What's needed?
Organizational
river?
o?
N
Qualify it Yes?
Qualifying...
... Organizational Drivers
Would responding to this improve - or

avoid impeding - flow of value to an
existing organizational driver?
a. k. a. - can it help or harm us?
...Objections
How would doing this impede

- or miss an opportunity to improve -
flow of value to any
organizational driver?
Navigate Via Ten
sion
Who's domain is it? Par
t 2
Other's or mine?
Pass on Act!
OPS
Group
Clear?
Relevant for us?
Role
Consent to Driver
Respond
OPS GOV
or
Decision
Action
R
Agreement Role Team Circle Open Domain
Governance vs Operations
deciding Driver doing
no previous covered by a
agreement previous agreement
benefits from those accountable

a group decision are free to decide & act
Governance Backlog Operations Backlog
To decide AGENDA Agreed To do Doing Done

prioritize
WIP limit
goes to F or
Governance
Meeting
Agreement
R
Role Person in Role

R
OPS Agreement
Circle
Helping Team
Open Domain
Circle
R
OPS GOV
Organization
OPS GOV
R
R
Artful Participation
Is my behavior in this
moment the greatest
contribution* I can make
to the effectiveness of
this collaboration?
*may include holding

back, interrupting,
objecting or
breaking agreements
F
Governance Meeting
F
Opening round
Administrative matters
consent to last minutes last-minute agenda items
date for next meeting consent to agenda
Agenda items
Driver Name Time Process
10 CDM
20 PF
15 Selection
Meeting Evaluation
Closing
Proposal Forming
Consent to Driver
Q's about the Driver
Considerations as Q's
...
...
Answer info gathering Q's
Collect ideas
Select tuners
Design proposal
Proposal Forming
1 2 3 4 5 7 CDM Experiment
1 Present and consent to Driver
"Is it clear enough?"

"Is it relevant for us?"
2 Questions about the Driver
"Any other info you need to know

about the Driver?"
... answer Q's as you go ...
F
Do we know enough about

the Driver for now?
3 Considerations as questions
"What questions come up for

you when you start thinking
about possible solutions?"
Information gathering
"Do we have a budget / due date?"
Generative
"How do other teams deal with this?"
"What frameworks and tools could help?"
Types
of Q's Solutions disguised as Q's
"Can we use S3 patterns?"
4 Answer informative questions
Mark them and collect

answers where possible
5 Collect ideas
...that offer a whole solution

or respond to one consideration.
defer discussions / opinions

F
6 Select tuners
Who... is inspired?
... has expertise?
... an outside view?
7 Design proposal
Proposal title
Driver:
<Driver Statement>
Proposal:
<Proposal text>
Who's accountable
Evaluation date
Evaluation criteria
A Sociocracy 3.0 resource by J. Priest, L. David and J. Cumps, based on original material by Sociocracy30.org - J. Priest and B. Bockelbrink
Consent Decision Making
Consent to Driver
Present Proposal
Clarifying Q's?
Brief Response
Any Objections?
Resolve Objections
Celebrate!
Consider Concerns
It's not
either or, it's
both and
more!
Good enough
for now &
safe enough to
try.
Consent
Doing things (that are relevant),
in the absence of reasons not to
Objections
A reason why doing something stands
in the way of (more) effective
response to an organisational driver
GR
EA
T
GOOD Objections
reveal...
ways to improve certain or

right now likely harm
No Objection
a I have an
v e
ha r n Objection
I c e
o n
C
Resolve Objections
Listen to
Qualify objection
Amend proposal
Any to amendment?
Yes No
Resolve to amendment
Y e s
Any to whole proposal?
No
CELEBRATE!
Role Selection
R
Present role domain
Record nominations
Hear reasons
...
...
Info gathering
Nomination changes
Propose a nominee
Any objections?
Celebrate!
Effectiveness Review
R
Invite participants
prese
nt
...
Domain description & strategy
Collect appreciations ...

and
then
Improvement suggestions...
Co-create development plan

pas
s to
(su
per
circ
set) Consent to plan
le t
o.
..
Driver Mapping
organiz
t io n e start
t o ac kick of -u p s
o n ce p t m s, Inspired by Gojko Adzic's f proje
fro m c n g t e a cts
r g an izi Impact Mapping evolve
se l f - o f ast ! orgs
wit h
2 Who 3 What
1 4 How
Why Who What
are we here? How
Who What
... will be impacted? ... is needed? ... can we respond?

(actors) (drivers)
deliverables
consent to
and values that
primary driver lose help may help
"They need..."
benefit obstruct "We need (to)..."
5 Identify domains 6 Populate & define
Cluster actors domains
and/or drivers <Name>
<Primary Driver>
into coherent .... ... .....
.... ... .....
domains. .... ... .....
7 Sort, prioritize, (pass), drivers

& identify any others missing 8 Connect domains
ops Account for drivers that
gov or
extend beyond the
scope of one domain.
Eliminate
waste .
10 Celebrate!
9 What else do we need
to consider to respond to
the primary driver?
On-boarding People
How do I build
rapport & introduce Explore which rivers
topic of change? are important for
them...
S3
rivers I'm good

at responding to
rivers I dislike
responding to
rivers I enjoy
responding to
rivers I question
how to respond to
... introduce
S3
patterns that
may help...
... and invite
experimentation
Bringing in S3
How do I
invite change?
Be the change
Experiment Tell the

& learn story
Invite others
Meet people where they are! How and where
do I start?
Collect & prioritize
urgent drivers
Pull in patterns
that might help
Let people choose their own pace!

SOCIOCRACY 3.0 - Effective Collaboration at Any Scale

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SOCIOCRACY 3.

Effective Collaboration at Any Scale

People in organizations are looking

Experiment Good enough

1851 1881 1926 1970 2008 2014

Represent- Helping Open

Delegate Open Coordination

Logbook Intended Domain

Evaluate Facilitate Governance

Effectiveness Development Peer

Limit Work Coordinator

Prioritize Pull System Visualize

Adapt Pull System

Our team is getting stuck in administrative work. We

We spend a lot of time developing features

At times the communication and work in our

- Primary Driver for S3 framework -

We came together to create a body of CC licensed

a distinct area of influence,

key responsibilities: (specifics of the work and

A situation Articulate the

... Organizational Drivers

Would responding to this improve - or

How would doing this impede

deciding Driver doing

benefits from those accountable

Governance Backlog Operations Backlog

To decide AGENDA Agreed To do Doing Done

Role Person in Role

*may include holding

Q's about the Driver

Answer info gathering Q's

1 Present and consent to Driver

"Is it clear enough?"

2 Questions about the Driver

"Any other info you need to know

Do we know enough about

"What questions come up for

4 Answer informative questions

Mark them and collect

...that offer a whole solution

defer discussions / opinions

ways to improve certain or

Present role domain

Collect appreciations ...

Co-create development plan

... will be impacted? ... is needed? ... can we respond?

7 Sort, prioritize, (pass), drivers

rivers I'm good

Experiment Tell the

Meet people where they are! How and where

Let people choose their own pace!

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