Governance Meetings in Holacracy

The focus of this meeting is to modify the structure of the circle. In a Governance meeting, you can:

• Create, remove, or modify the roles of the circle.
• Create, remove, or modify the policies of the circle.
• Elect people to the elected core roles of the circle (Facilitator, Secretary, and Circle Rep).

1. Check-In Round

The Facilitator invites participants, one at a time, to share a check-in to call out distractions and get present. No discussion.

2. Build Agenda

Participants build the agenda of tensions to process, using one or two words per item as a reminder for the agenda item owner.

3. Process Agenda Items

Use the Integrative Decision-Making (IDM) process for each agenda item.

• Presents the proposal.
• The proposer states their proposal, optionally sharing their tension.
• Others can help if the proposer asks, but only to craft an initial proposal, not improve it or reach a consensus.
• Clarifying Questions.
• Anyone may ask the proposer questions to better understand the proposal, but not to try to influence it. 
• No discussion. No reactions. 
• The proposer can respond “Not specified” to any question.
• Reaction Round.
• The Facilitator asks each participant (except for the proposer) for a reaction, one at a time. 
• No discussion. Reactions are directed to the space, not to individuals.
• Option to Clarify.
• The proposer may clarify the intent or amend the proposal, but they have no obligation to do so. 
• No one else may speak, not even to help.
• Objection Round.
• The Facilitator asks each participant (including the proposer):
• "Do you see any reason why adopting this proposal causes harm, objection, or no objection?" 
• Each objection is stated without discussion. 
• The Facilitator may test objections.

• Integration
• Integrate one objection at a time. 
• The goal is an amended proposal that removes the objection and addresses the proposer’s tension. 
• Anyone can participate, but the focus should be on the proposer and the objector.
• Start with the objector, but allow contributions from anyone. 
• Ask the objector: "What can be added or changed to remove that issue?"
• Don’t wait for consensus. With each idea:
• Ask the objector, "Would this resolve your objection?" If the answer is "Yes," then ask the proposer, "Would this still address your tension?"
• After all the objections are integrated, repeat the Objection Round.

4. Closing Round

The Facilitator invites each participant, one at a time, to share a closing reflection. No discussion.

Reference

• Holacracy Governance Meetings
• Holacracy Governance Meetings Reference Card Facilitator (pdf)
• Holacracy: The New Management System for a Rapidly Changing World

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Generative Decision Making Process

A consent-based decision-making process built on the integrated decision-making method of Holocracy.

1. Ripeness

Is the time ripe for the decision? Is the context clear? Is there information needed to be gathered?

• "I am going to put the timer on for 10 minutes while you explore the topic in question"
• Listen deeply and when you sense that there is a possible proposal the time is ripe.

2. Proposal Version 1

Invite the group to volunteer to create a proposal.

• "Would someone like to make an initial proposal?"
• Help the proposer name the proposal.
• The proposal is written for all to see not just the proposer.
• Avoid letting the proposal spread into multiple proposals.

3. Clarifications

Opportunity to ask the proposer questions. 

• The proposer has two options:
• They provide the answer or
• They say "Not specified" if the answer is unknown.
• If someone is speaking without having a question:
• Remind them it is a question period.
• Avoid letting the proposer speak about anything other than giving a direct answer (keep it right).

4. Reactions

Give each person (except the proposer) the opportunity to express to the group their reaction to the proposal.

• Everyone's voice and perspective need to be heard.
• The proposer listens deeply and makes notes.
• Afterward, the proposer will craft a new version of the proposal.
• Make sure that the reaction is not about the proposer but about the proposal itself - step in if necessary.

5. Proposal Version 2

The proposer formulates a new version of the proposal in light of all that has been said.

• Have the proposer write the new version and make sure it is visible to all:
• Read it out loud.
• If the proposer wants to stay with the original proposal:
• Remind them they can.
• If you sense the proposer needs support in formulating the second version: 
• Remind them they can ask for help.

6. Objections

Ask for objections. An objection needs to express a risk or a backward movement for the organization or initiative.

• Listen to the objection and decide if it is valid or not.
• Sometimes people might express personal concerns that are not in fact organizational risks. You need to differentiate between the two.
• If you are not sure, you may ask the group to help.
• If it is valid:
• Ask the proposer to integrate it into a new version of the proposal. 
• Repeat the objection round.

7. Visual Confirmations

Have everyone visually confirm that they can live with this decision by raising their thumbs. This is a way of allowing all to see that everyone is fully on board with the decision.

• If there is a concern that has not been raised, it will show up because a person will be unable to raise their thumb. This can happen when:
• The person is struggling to find the words to express an idea that is important to them or
• The person is disengaging from the process.
• The concern needs to be addressed.
• The group needs to return to the part of the process that was not fully addressed.

Fast-tracking

It is good to have a cultural cue as visual confirmation that a proposal may be fast-tracked.

• Someone makes a proposal, and you can just do a quick check-in right away to see if everyone can live with it.

References

• Going Horizontal: Creating a Non-Hierarchical Organization, One Practice at a Time

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The Evidence Based Management

What is Evidence Base Management?

Evidence-based management is about making decisions through the conscientious, explicit, and judicious use of the best available evidence from multiple sources:

• Asking: Translating a practical issue or problem into an answerable question.
• Acquiring: Systematically searching and retrieving the evidence.
• Appraising: Critically judging the trustworthiness and relevance of the evidence.
• Aggregating: Weighing and pulling together the evidence.
• Applying: Incorporating the evidence in the decision-making process.
• Assessing: Evaluating the outcome of the decision taken.

... to increase the likelihood of a favorable outcome.

TBD

References

• Evidence-Based Management

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