Holacracy ... the 6 evolutions

Holacracy ... de 6 evoluties
The New Organisation
Organisational Development

Our business environment is (has become) an enormously complex and rapidly evolving system. Rather too complex to manage centrally and with a pyramid organisational structure. A rigid hierarchy is not able to cope with such complexity. So … organisations of the future evolve from hierarchical, bureaucratic pyramids into high-performing and continuously moving systems of diversified powers, shared leadership and collective intelligence. The Holacracy is such a new management system that is agile and in constant transformation.

These beliefs lie at the basis of this:

  • We do not have bosses and are equal colleagues
  • Employees simply carry out the agreements they have made among each other
  • Organisational structures are constantly in motion, like a living eco-system

Is Holacracy the next hype in the world of organisational development? Far from it. In Stanwick, we see this as the next, real, promising and necessary evolution in the continuum of self-management. In which areas can we see these evolutions?

  1. Structures (which we still call teams today) start off with workable (but not necessarily perfect) agreements that are then adjusted on the basis of progressing insight. In this way, a process of continuous improvement is created through the way in which the team works.
  2. Management and leadership are no longer the prerogative of one central figure but are shared: leadership therefore becomes more than ever a team competence.
  3. Each team member has one or more clearly defined roles with responsibility AND the authority to take autonomous decisions. Roles are also continuously adjusted by the entire team on the basis of progressive insight. A role has a clear purpose, covers a clearly defined area and is linked to an obligation to achieve a result. These roles are unique and are no longer stable with regard to time.
  4. Tensions (things that do not go the way we want them to) within the cooperation are used in a positive manner as fuel for change; they are made visible and are eliminated, so that the structures become increasingly strong.
  5. Together, the roles form a circle that fulfils a specific function within the organisation (today, we call this a team). A team consists first and foremost of people, whereas a circle consists of roles. These roles are defined by the members of the circle themselves in regular role consultation.
  6. We differentiate between work consultation and role consultation. The daily work takes the central position in work consultation, while the work methods are discussed in role consultation. Separating these 2 conversations creates a lot of clarity.

Holacracy is a type of organisation in which the structure constantly adapts on the basis of ‘tensions’ that serve as fuel for constant improvement of the way of working. Would you like to know and learn more about Empowered Organisations, network organisations and/or Holacracy? Contact us and follow the monthly blog about this hot topic!


The team process is guided by a pragmatic roadmap based on the theory of Patrick Lencioni. In his model, he describes five foundations that are necessary for a successful team: trust, open dialogue, commitment, accountability and co-ownership. we create a secure framework and ensure that all team members are willing to talk.
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