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Sociocratie
La sociocratie est un mode de gouvernance partagée qui permet à une organisation, quelle que soit sa taille, de fonctionner efficacement selon un mode auto-organisé caractérisé par des prises de décision distribuées sur l'ensemble de la structure. Son fondement moderne est issu des théories systémiques et date de 1970[1]. La sociocratie s'appuie sur la liberté et la co-responsabilisation des acteurs. Dans une logique d'auto-organisation faisant confiance à l'humain, elle va mettre le pouvoir de l'intelligence collective au service du succès d'objectifs communs. La sociocratie utilise certaines techniques mises au point par son concepteur qui fondent son originalité, notamment l'élection sans candidat, et la prise de décision par consentement[2]. Histoire[modifier | modifier le code] Gerard Endenburg[modifier | modifier le code] Gerard Endenburg (1933-) est un ingénieur néerlandais en électrotechnique de culture quaker. Sources[modifier | modifier le code] Philippe Delstanche. 2014.
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Holacratie
Un article de Wikipédia, l'encyclopédie libre. L'holacratie est un système organisationnel de gouvernance qui permet à une organisation de disséminer les mécanismes de prise de décision au travers d'une organisation fractale d'équipes auto-organisées. Elle se distingue donc nettement des modèles pyramidaux top-down[1]. L'holacratie a été adoptée par plusieurs organisations (aux États-Unis, en France, en Grande-Bretagne, en Allemagne, en Nouvelle-Zélande). Elle est fréquemment comparée à la sociocratie[2], bien que des différences significatives existent entre les deux approches. Origine[modifier | modifier le code] Le terme holacratie est dérivé de celui d'holarchie inventé en 1967 par Arthur Koestler dans son livre The Ghost in the Machine. Le système holacratique fut développé en 2001 par Brian Robertson au sein de son entreprise de production de logiciels (Ternary Software) en vue de mettre au point des mécanismes de gouvernance plus agiles. Influences[modifier | modifier le code]
Needle-Moving Collective Impact Guide: Community Collaborative Life Stages
Introduction Collaboration has long been a part of the social sector. But many have also experienced collaboratives that do not live up to their potential in one way or another—nothing happens between meetings, the group never reaches real agreement, the group loses steam as participants transition in and out, or the collaborative falls apart as participants jockey to claim whatever successes emerge. There is an exciting groundswell right now in a new kind of collaborative that may hold the key to addressing some of these problems. The overarching difference we have experienced in these collaboratives is seriousness about having real, concrete impact on a community-wide goal. Unsatisfied with small gains for a smaller segment of the population, the leaders of these new collaboratives have put forth ambitious goals and backed them up with long-term investments of resources and effort. Do we aim to effect "needle-moving" change (i.e., 10 percent or more) on a community-wide metric?
How to Grow a High Performance Organization | Tolero Solutions
To help your organization be a high performance organization and facilitate sustainable growth we share tips, quotes and actions you can follow to help you reach success! Click Here To Learn More 11/18/14: Innovation is imperative to continued growth and success. Are you innovative? To be an innovative organization you must create a culture that fosters open communication and collaboration, engages your talent and has streamlined and flexible processes. 11/4/14: To be most productive and successful you need to be responsive - your organization must be agile – easily adaptable to internal and external changes. 10/21/14: To be a successful manager requires making the time to clearly communicate with your team. 10-14-14: High performing teams don’t just happen. 9-16-14: When attempting to gain employee engagement and commitment – you must communicate in an honest and transparent manner. 9-9-14: How you communicate is just as important as what you communicate. 6-9-14: Are you setting goals?
Project Decelerators – Lack of Stakeholder Support - UCSC Extension in Silicon Valley
As we discussed yesterday, there are many project decelerators, among them lack of stakeholder support. Whether the stakeholders support your project or not, if they are important to your project, you must secure their support. How do you do that? First, you must identify who your stakeholders are. Just because they are important in the organization does not necessarily mean they are important to your project. Second, you need to determine what power they have and what their intentions towards your project are. Source: p. 26 Third, what’s the relationship among stakeholders? Now that you have this information, you can complete a stakeholder analysis template that will help you define your strategies to improve their support: Finally, a key piece of your stakeholder management efforts is the constant communication to your stakeholders. Communications Plan Template So, here are the basics of stakeholder management.
Value Mapping – Development Impact and You
What makes you do what you do? The Value Mapping tool helps you answer this by enabling you to describe the values which are embodied in your personal work and in the wider organisation. These values are probably more influential than anything else in shaping what you do. They might be something that you take for granted, that you think is obvious, or that you’ve never actually articulated or written down. Defining these values however can be very useful when trying to explain your work to other colleagues and partners.
Rebooting IT: Why financial institutions need a new technology model - Bain Brief
However, in most financial institutions, significant gaps exist between the business’s aspirations and what they can realistically accomplish. Executives demand greater speed and agility, but their IT departments are unable to deliver, resulting in frustrations and mutual distrust. The C-suite demands for faster, cheaper, better grow louder as the IT function has become slow, expensive and, in some extreme instances, paralyzed. Many factors contribute to this immobilization, including rapidly increasing volumes of business and regulatory demands, a growing need to support complex business processes and products, inflexible legacy systems architectures, onerous internal processes and talent limitations. We believe this problem is larger than IT; it is a strategic business challenge as well as a great opportunity. A new digital IT operating model What does this transformation aim to achieve? So how can IT functions respond to this challenge? Priorities and alignment. Organization.
