Internationally recognised expertise in sociocracy

Sociocracy is far more than an agile method to be learned on a purely technical level. It is a holistic approach to organizational development. And it begins with a willingness to let both ourselves and the way we work together evolve. In this way, sociocracy helps organisations establish self-organisation consistently and sustainably.

The Sociocratic Circle Organisation Method (SCM) can bring efficiency, effectiveness and humanity together. This requires systems thinking, time, patience, clarity and consistency - along with genuine trust in the capacity of people and organisations to learn.

Collaboration changes profoundly when every person is heard as an equal and experiences their own agency: people can influence decisions wherever they are directly affected. Sociocracy therefore strengthens collective intelligence by genuinely embracing the diversity of its members.

Drawing on these two implementation journeys, we share our most important experiences and insights.

Transformation takes perseverance

The transition from the Economy for the Common Good Switzerland movement - where individual members enjoyed considerable freedom and the board was the focal point for almost every issue - to the circle-based organisation ECOnGOOD Switzerland, with clear responsibilities, defined decision-making authority and a shared direction, demanded considerable perseverance and time from its active members. It also required financial resources, provided by a foundation over a two-year period.

The following factors proved essential:

• a clear direction for the organisation and a shared understanding of why the SCM was being introduced;
• a firm commitment from the board, taking responsibility for the process, and an executive team willing to engage fully in the learning journey;
• an implementation circle with a legitimate mandate;
• careful attention to resistance, relationships and informal power;
• the inclusion and recognition of the movement's initiator and founding members;
• coaching and timely support for circle leaders, together sufficient learning time for the sociocratic roles;
• a realistic implementation and learning plan, accompanied by transparent communication about the time and effort required.

Our recommendations for companies and start-ups

• Clarify why you want to work according to sociocratic principles.
• Seek external support, particularly during the initial phase.
• Do not confuse professional expertise with first-hand experience of applying sociocracy in your own organisation.
• Allow enough time to practise and reflect together.
• Distribute sociocratic roles and responsibilities early on.

Introducing sociocracy in your own organisation while holding several roles - including that of a sociocracy expert - is a genuine challenge. It is important to pay attention to your own inner consent, address tensions early and arrange external supervision for the team.