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Scaling Agile with Holacracy
Transcript of Scaling Agile with Holacracy
Holacracy is a social technology or system of organizational governance in which authority and decision-making are distributed throughout a fractal holarchy of self-organizing teams.
Building governance the agile way
What do you see?
France, UK, Vietnam
Co-founder of Conech & Fablab Saigon
Holacracy Certified Practitioner
What assumptions about people did agile challenge?
Douglas Mc Gregor
"Everyone you meet is fighting a battle you know nothing about."
have little ambition without incentive
avoid work when possible
need close supervision
only desire money
must be pushed to perform
want independance in work
are motivated by self-fulfilment
naturally want to work
want to achieve personal, social goals
will drive themselves to perform
What assumptions are fundamentally different between the following approaches?
Weekly status meeting
3 collaboration cognitive innovations
let go of control
What do you think of these people?
Highly formal roles within a
Top-down command and control (what and how).
valued above all through rigorous processes. Future is repetition of the past.
Constant exercise of power by chief to keep troops in line.
is the glue of the organization. Highly reactive, short-term focus. Thrives in chaotic environments.
Division of labour
Most government agencies
Public school system
Goal is to beat
; achieve profit and growth.
is key to staying ahead. Management by objectives (command and control on what; freedom on the how)
Within the classic pyramid structure, focus on
to achieve extraordinary employee motivation.
culture driven organizations
Ben & Jerry's, etc.
Purpose driven organizations
Holacracy, FAVI, etc.
teams, serving the organization's
by asking individuals to follow their own purpose and being fully themselves.
How to have everyone in the organization operate from the same paradigm?
Getting things done
Integrative decision process
Roles with purpose
what I have full authority to do
what activities others can demand me to carry
what others can't do
"good enough documentation"
explicit what requires to be clarified
explicit doesn't mean exhaustive
People fill roles.
They are part of the organization thanks to their roles.
One person can have many roles.
One person can apply for and resign from roles, or even propose the creation of new roles.
"what do you believe in? why does your organization exist? why do you get up everyday in the morning?"
The CEO hands over their traditional authority to a Constitution.
The Constitution describes the rules for decision making that applies to all
It guarantees the core assumptions on people and values
It ensures a safe environment
No top / bottom, left / right
but fractal inclusions
Circles are a
, they have a
Circles are created when
more than one person
is needed to fill a role
Every circle have a
The lead link fills any
The lead link is accountable for
to circle members
The facilitator's purpose it to hold the rules of the constitution
can be lead link of a circle with
, and a member of the circle whose lead link is
a gap between what is (reality) and what could be (purpose)
a gap between what is (current code) and what could be (value for the user)
I can raise it in governance meeting and make a proposal
I can check the code and modify it
IDP & Objections
Run the Integrative Decision-making process to lookout for valid objections.
Run and maintain the suite of automated tests.
Once updated in glassfrog, change are available and transparent to all.
Once the code is committed, it s available to all.
team = circle
customer = lead link
product = governance
users = all in the organization
Getting things done
Human sensors have tensions
Anybody can ask
and what's the
for a project
Anybody can ask that you
what you have on your plate
The lead link can't tell you in which order to do your work, but they can tell you what are the
of the circle
Nobody can put a
on you, but you can be asked an estimated delivery
As long as you:
1. Ask people who are impacted
2. Ask people who have expertise
Decide in all conscience
Decisions are taken as long as there are no objection.
”Do you see any reasons why adopting this
proposal would cause harm or move us backwards?”
Valid objection = regression that
1. is created if the decision were taken
2. is based on presently known data
3. impact one of the roles of the person raising the objection
To process tensions on roles or authority
tension => proposition => (objection => integration) => adoption
not good enough
fear of uncertainty
Removes the usual barriers to decision-making:
Non violent communication
Độc lập - Tự do - Hạnh phúc
Independence - Freedom - Happiness
Self-management - Wholeness - Purpose
Karpman drama triangle
Emerald empowerment dynamic
Don't manage people, manage relationship
Show how decisions are taken so that people can make decisions themselves
Accept / celebrate failures
Let go of your ego, show your soul
Bring your differences, be vulnerable
The power of vulnerability
Add meaning to your life
Find your what for, your purpose
Something you're good at and love to do
First why and then trust
Non violent communication
Create a safe space and a safe way to communicate
“Don’t do any task in order to get it over with. Resolve to do each job in a relaxed way, with all your attention. Enjoy and be one with your work.”
The Miracle of mindfulness
Thich Nhat Hanh
"It doens't work with Vietnamese"
1. give (someone) the authority or power to do something.
2. make (someone) stronger and more confident, especially in controlling their life and claiming their rights.
I feel when...
What do I need?
What can I ask?