Many Voices One Song

Shared power with sociocracy

Ted J. Rau

Jerry Koch-Gonzalez

Cover and graphic design: Julian Howell, United Kingdom.

Published by Sociocracy For All. Sociocracy For All is a project of Institute for Peaceable Communities (IPC), an incorporated 501(c)(3) non-profit organization in Massachusetts, USA.

©  by Ted J. Rau and Jerry Koch-Gonzalez, 2018. All words in this volume are available under a Creative Commons Attribute-ShareAlike 3.0 License.

(See https://creativecommons.org/licenses/by-sa/3.0/deed.)

Rau, Ted J.   Many Voices One Song. Shared power with sociocracy/Ted J. Rau, and Jerry Koch-Gonzalez.

Includes bibliographical references, diagrams, index.


Dedication

What I want in my life
is compassion,
a flow between myself and others
based on mutual giving from the heart.

Marshall Rosenberg

Acknowledgements

We are deeply grateful to the legacy of everyone contributing to the wonderful set of tools that we know as sociocracy. Above all, this is Gerard Endenburg who developed the sociocratic circle method and the many people in The Sociocracy Group, like Annewiek Reijmer, who advanced and spread sociocracy for decades. Marshall Rosenberg, who developed the theory and practice of Non-Violent Communication, and Gerard Endenburg are like hidden co-authors of this book. We are also grateful for John Buck and Sharon Villines who brought sociocracy to the English-speaking world and who supported us in publishing this book.

Many people in different places are now working on sociocracy. We enjoy our heartfelt connections with quite a few of them. They have each shaped our thinking with their unique perspective. Among them are John Schinnerer, Francine Proux-Kenzle, Sheella Mierson, Linda Cote-Small, Gina Price, Diana Leafe-Christian. We are grateful for our connection with James Priest and Lili David, with Barbara Strauch, with Rakesh RootsMan, Pierre Houben, John MacNamara, Marcia Carlson, Kent Smith, Ruth Andrade, Tanya Stergiou, Peter Richtsteig. We have received support from Vincent Van Der Lubbe and Leif Hanack, Eric Tolson, Laureen Golden, Daniel King, Martyn Griffin and many members of Sociocracy For All. A special thank you goes to the book circle that supported the editing process for this book: Elle Vallance, Stephanie Nestlerode, John Root. Gloria Zmolek, Allyn Steffen, Jesse Marshall, Mukunda Das, Randall Johnson, Simon Copsey, Harris Kaloudis, Parveen Sherif, Julya Rose, Ben Roberts, John Buck, Frederic Laloux, Richard Longman, Georges Romme, Jan Höglund, Jutta Eckstein and Stephane Brodu helped us improve this book. Julian Howell, with his knowledge of design and sociocracy made the design clear and simple – he came up with the way this book represents double-linking. Edwin M John’s vision and the neighborhood parliaments have a place in our hearts.

We are grateful for the many organizations, communities and the individuals we have worked with. The biggest inspiration in our lives are the people we train all over the world, as we spend hour after hour in video calls exploring details of human organizations and interactions together. Many of our training participants are now peers in our membership organization, Sociocracy For All, and they continue to be a source of companionship, connection, and learning.

Thanks also to our personal network: Gina Simm, Jennifer Ladd, Darla Stabler, Nancy Bair, Greg Bates, Sophia Rau, Helena Rau, Jochen Rau. The place we call home, Pioneer Valley Cohousing community, provided not only practice ground for sociocracy but was also where we met.

This book is just the beginning, and just a small piece of a collective journey into a collaborative future. May it do good in the world!

Table of Contents

Preface
Glossary
1. Sociocracy: Why, What and Who?
1.1. The values under sociocracy
1.1.1. Organizations are living systems
1.1.2. Principles
1.1.3. Effectiveness and equivalence
1.1.4. What sociocracy feels like: Flow
1.2. The paradox of teaching self-governance
1.2.1. Design-principles vs. tools
1.2.2. Take what seems helpful – but the more the better
1.2.3. Change anything you want – by consent
1.3. Sociocracy in context
1.3.1. Brief history
1.3.2. Ally movements
1.4. How to use this manual
1.4.1. Online resources
1.4.2. How to give us feedback on this book
2. Organizational Structure
2.1. The circle
2.2. Empowering the circle: aims, domains and members
2.2.1. Aims
2.2.2. Domains
2.2.3. Membership
2.3. Operations and the internal structure of a circle: Roles
2.3.1. Circle roles
2.3.2. Operational roles
2.3.3. Terms
2.3.4. On rotating or sharing roles
2.4. Double-linking
2.4.1. Circular hierarchy
2.4.2. The psychological effect of double-linking
2.4.3. Is double-linking mandatory?
2.5. Types of circles
2.5.1. Basic circles of an implementation
2.5.2. The General Circle
2.5.3. The Mission Circle
2.5.4. Helping circles
2.5.5. A full-fledged structure
2.6. Transitions and variations
2.6.1. Growth
2.6.2. De-growth
2.6.3. Hand-offs and handovers
2.7. Other groups that meet
2.7.1. Gatherings, interest groups and communities of practice
2.7.2. Networks among organizations
2.8. Operations – doing the work
2.8.1. Coordinating operational work
2.8.2. Operational meetings
3. Making Policy Decisions
3.1. Why make policy?
3.1.1. How much policy should there be?
3.1.2. Case-by-case and general decisions
3.2. Decision-making methods
3.2.1. Other forms of decision making
3.2.2. The concept of consent
3.2.3. Range of tolerance
3.2.4. What are objections?
3.2.5. Questions about consent
3.3. Making policy – step by step
3.3.1. Measurement-driven process
3.3.2. The three phases of policy process
3.4. Improving the policy roll-out
3.4.1. Measurement
3.4.2. Defined feedback channels
3.5. Integrating objections: process
3.5.1. Understand
3.5.2. Explore options
3.5.3. Options for amendments
3.6. Creating and filling roles (selection process)
3.6.1. Creating roles
3.6.2. Selection process
3.6.3. Frequently asked questions about selections
3.6.4. Emotional challenges
3.6.5. Using the selection process for other decisions
4. Feedback and Learning
4.1. Basic concepts
4.1.1. Universal human needs
4.1.2. Personal strategies
4.1.3. Feelings: you can’t make me angry
4.1.4. Requests
4.2. Creating change
4.2.1. Beyond right and wrong lies creativity
4.2.2. Effective feedback
4.3. Compassionate governance is effective
4.3.1. Aims and policy
4.3.2. Personal aims and the organization’s aim
4.3.3. Objections, and social-emotional debt
4.4. Increasing feedback
4.4.1. Short feedback loops
4.4.2. Hearing from as many as possible – while keeping groups small
4.4.3. Input and information processing
4.4.4. Who to ask for input
4.4.5. When to ask during the policy process
4.4.6. Metrics in policy evaluation
4.5. Meeting evaluations
4.6. Performance reviews
4.6.1. Who is in the performance review circle?
4.6.2. Format
4.7. Self-repairing organizations
4.7.1. There is no right way of doing sociocracy
4.7.2. And there is no wrong way of doing sociocracy
5. How To Run A Sociocratic Meeting
5.1. Opening
5.1.1. Check-in
5.1.2. Administrative: ADMIN
5.2. Content
5.2.1. Consent to agenda
5.2.2. Content block: 3 desired outcomes
5.2.3. The flow of agenda items
5.2.4. Measure: Update backlog
5.3. Closing: meeting evaluation
5.4. Supporting documents: backlog, agenda, minutes
5.4.1. Backlog
5.4.2. Agenda
5.4.3. Meeting minutes
5.4.4. Taking notes
5.4.5. Making use of notes during the meeting
5.4.6. Approving minutes
5.4.7. Publishing minutes
5.5. Facilitation formats
5.5.1. Rounds
5.5.2. What kinds of rounds are there?
5.5.3. Facilitating rounds
5.5.4. Free Flow and popcorn
5.5.5. Turn and talk
5.6. Virtual meetings
5.6.1. Synchronous virtual meetings
5.6.2. Asynchronous decisions
6. Implementing Sociocracy
6.1. Thoughts about introducing sociocracy
6.1.1. Assume consent as decision-making method
6.1.2. Find companionship
6.1.3. Persist, lovingly
6.2. How to introduce sociocracy
6.2.1. Introducing sociocracy to an established organization - phases
6.2.2. Introducing sociocracy to an established organization - 27 steps
6.3. Starting a new organization
6.4. Implementing sociocracy in start-up organizations
6.4.1. Structures for small groups
6.4.2. Designing a new organizational structure
6.4.3. Generating the mission circle
6.4.4. Partial implementations
6.5. Volunteer organizations
6.6. Sociocracy in tiny groups
6.7. Organizations with few workers and many members
6.7.1. Option 1: Many, many circles
6.7.2. Option 2: More distance but also more feedback
6.8. Legal issues
6.9. Sociocracy, ownership and control
6.9.1. Sociocracy and the distribution of profits, salaries and wages
6.10. Typical pitfalls in implementations
6.10.1. Issues that the organization had before
6.10.2. Power struggles
6.10.3. Lack of defined membership
6.10.4. Clarity of domains/aims
6.10.5. Paying too little attention
6.10.6. Logistics
6.11. Continuing education
6.11.1. An easy way to keep learning: live commentary
6.11.2. How to educate new members: onboarding
A. Appendix
A.1. About Sociocracy For All (SoFA)
A.1.1. Support SoFA
A.2. About the authors
A.2.1. Ted
A.2.2. Jerry
A.3. Resources
A.3.1. Literature
A.3.2. Other ways to learn
A.3.3. Charts and templates

List of Figures

1. Equivalent alternatives to the terminology used in the book
1.1. Tools that embody our principles; our most basic universal needs are met in alignment with living systems
1.2. Definition of equivalence
1.3. Definition of effectiveness
1.4. How to pronounce sociocracy
1.5. Voices from our training participants
1.6. Sociocracy For All’s online content
1.7. Give us feedback about this book at www.manyvoicesonesong.com
2.1. A circle with two sub-circles
2.2. Drive the power to the most specific circle possible
2.3. A circle: members, aim and domain
2.4. Example: same mission “to end homelessness”, different aims
2.5. Vision, mission, aims
2.6. Sociocracy For All vision and mission
2.7. Sociocracy For All aims
2.8. Organization aim and circle aims
2.9. Properties of a well-defined domain
2.10. Circle, aims and domains in a bakery
2.11. Circle, aims and domains in an intentional community
2.12. Nested domains
2.13. A parent circle passes on parts of its domain to three sub-circles
2.14. Overlap, gap and good definition of domains and tell-tale signs
2.15. Two domains: first floor and basement of a building
2.16. Creating clarity between two domains
2.17. From broad to specific. From specific to broad.
2.18. Circle structures shown in different ways.
2.19. Accepting a new member into the circle
2.20. Circle roles take on a defined set of operations for a longer term
2.21. Checklist for the role of the leader
2.22. The leader can be selected top-down or bottom-up
2.23. Checklist for the delegate role
2.24. A circle selects a delegate; the parent circle confirms that delegate as a circle member
2.25. Make use of your consent rights, including for delegates into the next-“higher” circle.
2.26. Checklist for a secretary
2.27. Checklist for a facilitator
2.28. Comparing leader and facilitator
2.29. An example of a logbook
2.30. The tasks of a logbook keeper
2.31. Operational roles take on a defined set of operations for a longer term
2.32. Checklist for defining an operational role
2.33. Sample description of an operational role.
2.34. Unlinked vs. linked circles
2.35. Leader and delegate
2.36. Circular hierarchy
2.37. Flow of information in the context of circular hierarchy: amplification and filtering
2.38. A basic implementation
2.39. The general circle (GC)
2.40. Difference between mission circle and general circle
2.41. Mutual influence between organization and outside world on Mission Circle level and on specific circle level: any organization benefits from this kind of exchange with the outside world; closed systems are not sustainable
2.42. One of the leaders/delegates becomes delegate to the mission circle
2.43. A worker can become delegate through all layers of the organization.
2.44. An example of the mission circle of a for-profit
2.45. A sample structure of a worker cooperative
2.46. Outside experts on the MC of an intentional community
2.47. An example of the mission circle of a non-profit
2.48. Forming a helping circle.
2.49. It is crucial to be clear about the mandate given to a helping circle.
2.50. Checklist for forming a helping circle
2.51. A full structure
2.52. What practitioners say
2.53. Checklist for forming a sub-circle
2.54. Folding a circle into an operational role: aim and domain are re-absorbed into the parent circle
2.55. The circles with (supposedly) well-defined, non-overlapping domains
2.56. Handoff between two circles I
2.57. Handoff between two circles II
2.58. Hand-off vs. handover
2.59. Circle vs. interest group
2.60. A community of practice might give input to the organization
2.61. Organization vs. network
2.62. Two sovereign organizations with connected mission circles. Connecting two mission circles is useful when the two organizations are in related fields.
2.63. Clustering by connecting mission circles
2.64. Organizations building a network with a hub: no shared decision making but a central place for sharing information
2.65. Organizations as work circles with a general circle
2.66. Organizations as sub-circles.
2.67. Geographical circles as a stakeholder circle
2.68. Geographical circle as department circle
2.69. From agile practice
2.70. Keep your operational meetings short and relevant
2.71. An example of an operational meeting
3.1. Operations vs. policy decisions.
3.2. A discussion in a group with no agreed-upon method of decision making
3.3. Range of tolerance: what we can live with outside of our personal preferences.
3.4. The overlap between ranges of tolerances (grey with black outline) is bigger than the overlap between personal preferences (dark with white outline).
3.5. The definition of consent relies on the definition of objections and aims
3.6. What others say
3.7. Input – transformation – output
3.8. Lead – do – measure when packing a backpack
3.9. Lead – do – measure
3.10. Input – transformation – output with lead – do – measure
3.11. Cooking a meal
3.12. We refer to input – transformation – output as understand – explore – synthesize in certain phases of decision making.
3.13. Understand -- explore -- decide in decision making as a team: we have our own ways but we finish together
3.14. The steps fall into more fine-grained steps, like fractals
3.15. Every step has its own lead – do – measure loop
3.16. Understand – explore – decide
3.17. The understand phase
3.18. Understand: understand context
3.19. Understand: explore underlying needs
3.20. Understand: synthesize issue/needs into a needs statement
3.21. The explore phase
3.22. Explore: picture forming (policy scope)
3.23. Explore: explore policy ideas (proposal shaping)
3.24. Needs statement, dimensions and proposal ideas for a dog policy
3.25. Needs statement, dimensions and proposal ideas for a screen policy (children aged 4-10 contributing)
3.26. Explore: synthesize proposal ideas into proposal
3.27. The third phase of the policy process falls into three steps itself
3.28. The third phase falls into 3 steps
3.29. Understand: understand the proposal
3.30. What others say
3.31. Understand: explore quick reactions
3.32. Example of a quick reaction with an objection coming
3.33. Synthesize reactions
3.34. The consent phase
3.35. Explore: re-state proposal
3.36. Explore: consent round without and with an objection
3.37. Explore: consent given? Acknowledging and celebrating a decision made/an objection.
3.38. The publication phase
3.39. Example of a complete policy
3.40. Checklist for policy
3.41. Understand–explore–decide with small steps, tools and measures
3.42. Objections send the circle into an extra loop before going back to the process – this time with an even better understanding of the topic and a better proposal on the table.
3.43. Understanding an objection
3.44. Exploring options for improving the policy
3.45. Seeking understanding for an objection (3 steps)
3.46. Finding amendments for addressing an objection
3.47. Modifying a proposal
3.48. Measure the concern and shorten the term to address an objection
3.49. List of most common dimensions for creating a role
3.50. All steps of a selection process
3.51. Selection process understand phase
3.52. Sample qualifications for leaders, facilitators, secretaries, delegates
3.53. Selection process exploration phase
3.54. Grid for nomination round and change round
3.55. Grid after nomination round (and before change round)
3.56. An example of a compelling reason during a selection process.
3.57. Grid after change round
3.58. Selection process: decision phase
3.59. Grid for nomination round and change round for three roles.
3.60. Majority vote vs. consent
3.61. Scenario 1
3.62. Scenario 2
3.63. What others say
4.1. Different needs take priority in different moments
4.2. A partial list of universal needs. The list is also on the meeting sheet for facilitators in the appendix on page Figure A.4, “Meeting sheet for facilitators” and we are providing a list including feelings in the appendix on page Figure A.2, “Feelings and needs list”.
4.3. Feelings are triggered by messages but not caused by them.
4.4. Sharing your experience with reference to needs.
4.5. Effective feedback
4.6. A feedback form. See page Figure A.3, “A sample version of a feedback form” for a template
4.7. Requests and proposals
4.8. A proposal and a reaction
4.9. Upset and still easy to listen to
4.10. Examples for feedback loops
4.11. Lead–do–measure-loops continue indefinitely as we work toward the aim
4.12. Lead – do – measure happens on different levels of scale
4.13. The circle-internal support and feedback system – any circle can be asked for help
4.14. Moments to gather input from outside the circle during the policy process; best moments in bold.
4.15. Understand - explore applied to policy review
4.16. Lead–do–measure for performance review
4.17. A default format of a performance review if a whole meeting is called just for this purpose
5.1. A basic meeting template with example agenda items
5.2. Example of taking attendance in the meeting notes. Make an agenda template that includes a list of all circle members including their roles. Then cross out (but keep visible) who is absent. In this example, the secretary is absent.
5.3. Briefly going through all the steps of the ADMIN phase.
5.4. Checklist for a complete agenda
5.5. Consenting to the agenda
5.6. Three possible outcomes from an agenda item
5.7. Example of an operational agenda item within a circle meeting
5.8. How to deal with a discussion coming up in a meeting
5.9. Life cycle of policy
5.10. Measuring the content phase of the meeting
5.11. Ideas on what to evaluate in the meeting evaluation/check-out
5.12. An example of a backlog to be carried at the end of the meeting minutes.
5.13. The agenda unites past, future and present needs
5.14. Forming an agenda
5.15. Example of an agenda. Each agenda item can also name the person responsible for the item and reference any supporting documents
5.16. Keep your minutes short and relevant
5.17. Example minutes to go public.
5.18. What others do
5.19. An example policy implementing lazy consent for approval of minutes
5.20. What others say
5.21. Different rounds and their uses
5.22. We respond to prompts in different kinds of rounds.
5.23. 2 flow, then go: after two rounds with no progress, change your strategy.
5.24. Deciding on process together.
5.25. A member calls for a process round
5.26. Example: responding to feelings
6.1. Early life cycle of a young organization starting with a work group
6.2. Forming circles from your aims
6.3. Early life of a young organization starting with one work group I
6.4. Early life of a young organization starting with one work group II
6.5. What others say
6.6. Early life cycle of a young organization starting from a mission circle
6.7. How some of the sociocratic features build on each other
6.8. A tiny organization: a small number people spread out into several circles
6.9. Only one member in sub-circle
6.10. Example implementation proposal.
6.11. Too much information overwhelms people; too little information does not provide enough
6.12. A selection process with some elements of “live commentary” for educational purposes
A.1. SoFA’s organizational structure (as of early June 2018). Note that especially on sub-circle level, there continue to be changes as we continue to incorporate new people and projects, and adjust the structure to best meet our needs.
A.2. Feelings and needs list
A.3. A sample version of a feedback form
A.4. Meeting sheet for facilitators
A.5. 3x3 matrix for the selection process
A.6. 3x9 Matrix for the selection process with skit
A.7. 3x3 matrix for the policy process
A.8. 3x3 matrix for the consent process
A.9. 3x9 Matrix for the policy process with skit
A.10. 3x9 Matrix for the consent process with skit
A.11. 3x3 matrix for the dealing with objections.
A.12. 3x3 matrix for reviewing policy.