Use Holacracy® to Build an Antifragile Organization
Hey CEO! Why so sad?
… who wrote the book Antifragile.
And apply tension to each of them.
The glass is fragile. It’s harmed by tension.
The safe box is robust. It remains the same
The DNA mutates when exposed to chaos. DNA is antifragile. It benefits from tension.
It’s called the Management Hierarchy — a top-down command and control system to manage organizations. The bosses on the top make the big decisions. The people at the bottom spend most of the time following instructions, while the managers in between balance the needs of the bosses and the workers.
It’s a structure that is built to withstand risk and change.
In a rapidly-changing world, we are overwhelmed with information to process and decisions to make. So a structure like this makes it difficult for people to be effective in their work.
But this is not the only way to structure an organization. You can structure it like the human body.
Notice in the human body there is no boss cell that tells other cells what to do. Each cell function autonomously within organs, which in turn function autonomously within the body.
A human body is antifragile because it can adapt itself to become stronger from the stressors in the environment.
Similarly by structuring an organization like a human body, it can effectively process tensions in its environment to adapt itself to get more effective in fulfilling its purpose.
Holacracy — The New Management System for a Rapidly Changing World
Holacracy is a self-management practice for organizations that empowers people to make meaningful decisions in pursuit of an organization’s purpose.
Instead of “Managers” and “Bosses” having power to tell people what to do, in Holacracy, the power is in a set of rules that distribute authority so that people can be leaders in their roles.
When an organization adopts Holacracy, what results is not a flat organization, but a very structured one that contains a hierarchy of roles and not of people:
Org structure using Holacracy — Hierarchy of roles not people