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Much of the content of this site has been moved to Socionet, the website of the network for sociocracy. That is the site that will be developed most fully to educate people about sociocracy. While Socionet is based in Washington DC, it will be the international center for information for the public and the site of an extensive archive of information. Socionet

There are sites developing around the world for training professionals.

We the People is a comprehensive presentation of the history, principles, and theory of sociocracy. It also includes “how to” information, reprints of historical texts, guides to meeting processes, a glossary, and a bibliography and index. The second printing, with corrections, is now shipping.

Washington DC: Sociocracy.info Press, 2007. 278 pp. Illus. Glossary. Bibliography. Index. ISBN 978-0-9792827-0-6

Book Contents

PART ONE: Why Organize Sociocratically?
Introduction: Revisiting Governance … 13
Chapter 1: Why We Need Another “-ocracy” by John Buck … 17
Chapter 2: Why We Need Another “-ocracy” by Sharon Villines … 25
Chapter 3: History of Sociocratic Governance … 31

PART TWO: The Science of Sociocratic Governance
Introduction: Rewiring Organizational Power … 51
Chapter 4: Inclusive Decision-Making … 55
Chapter 5: Developing Quality … 71
Chapter 6: Steering & Structure … 85
Chapter 7: New Leadership Strategies … 99
Chapter 8: Fair Compensation & Free Organizations … 109

PART THREE: How It Works
Introduction: Organizing Our Strengths … 123
Chapter 9: Circles & Implementation … 127
Chapter 10: Consent & Rounds … 135
Sara’s Story by Tena Meadows O’Rear … 143
Chapter 11: Electing People … 149
Chapter 12: Organizing Work … 155
Chapter 13: Money as Measurement … 167

Afterword: An Invitation to Share … 175

APPENDICES: Additional Resources
A. Sociocracy by Lester Ward … 181
B. Sociocracy: Democracy as It Might Be by Kees Boeke … 191
C. Rationale for a New Social Structure by Gerard Endenburg … 201
D. Sociocratic Centers & Consultants … 211
E. Operating Agreement and Bylaws for a Sociocratic Organization … 213
F. Guide for Circle Meetings … 229
G. Guide to the Implementation Process … 233
H. Guide for Logbooks … 235
I. Guide to Elections by Consent … 237

Glossary … 239
Bibliography … 253
Index … 263

LIST OF ILLUSTRATIONS
Illustrations 4.1, 5.1, 6.3, and 8.1 used with permission of the Sociocratisch Centrum; redrawn and digitized by Jason Forrest.

4.1 A Heating System Consents
4.2 Decision-Making Methods Used in Sociocratic Organizations
5.1 A Circle Meeting
5.2 Typical Topics for a Circle Meeting
5.3 Creating Organization
5.4 The Circular Process
6.1 Double Links Between Circles
6.2 Types of Steering
6.3 The Heavy Load on Autocratic Managers
6.4 Governance and Operational Structures in a Sociocratic Organization
7.1 Hierarchy and Bottom-archy
8.1 All in the Same Boat
8.2 Rights and Rewards of Stakeholders Compared
12.1 A 9-Block Chart
12.2 A 9-Block Chart for a Guest Room Service
We the People is available from online bookstores, can be ordered by other bookstores through Ingram, and directly from the Press. For more information, click here. To order single copies, click here. To order multiple copies, click here.

Discounts on Orders of Multiple Copies

Whenever possible we make books available to study circles and workshops at a discounted price. The most economical number to ship is 9 copies because they fit into a flat rate USPS priority mail shipping box.

9 Books Shipped to One Address in the United States

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Even if you do not live or work in a sociocratic organization, you can apply the sociocratic principles and methods to develop a deeper understanding and achieve greater harmony in your life and in the lives of others. By demonstrating that sociocratic principles and practices increase fairness, effectiveness, and transparency and improve collaboration, you may also increase the possibility that sociocratic principles will be implemented in your organizations.

These small changes suggested here can make a big difference in your life as well as in that of others.

Sharon Villines

1. Expect Consent

Begin functioning with the expectation that consent is the standard for all decision-making.

When a decision is about to be made, before anyone can call for a vote, ask if there are any objections. If possible, glance at each person as an invitation to speak. If someone tries to dismiss concerns or interrupts, say “Let’s look at this for a moment.” If necessary, try to help clarify concerns, determine if they are objections or concerns, and ask if anyone can address them. When there are unresolved objections at the end of a discussion, emphasize that a decision has not been made. Many small groups function by consent most of the time but with only one or two objections, will avoid a formal decision, and then proceed as if it had been made. State clearly, “We have no decision” or “Let’s decide not to proceed until we have enough information to resolve Sam’s objections.”

2. Start Rounds

Actively initiate rounds by asking, “What do you think, Mary?” and moving around the room.

Doing rounds can completely change the dynamic of a group because they (1) establish equality in the room as each person is given time to speak, (2) bring out comments from those who dislike competing for time or feel their ideas are not important, and (3) prevent people from avoiding responsibility by being silent.

3. Double-Link

Suggest that two people with differing styles or opinions represent your group to other groups, approach an authority, or attend a conference.

Leaders and representatives are accustomed to negotiating or presenting autocratically and this authority is very hard to give up. When two equals represent a group, however, (1) the process is more likely shift to collaboration and consultation on behalf of the group, to searching for a solution rather than presenting a fait accompli. With two representatives, (2) co-opting is less likely than with one. With two differing points of view or training, (3) the information conveyed in both directions is likely to be fuller.

4. Elect by Discussion and Consent

Don’t ask for volunteers; ask whom group members think might to be a good person for the task or function and obtain consent.

A volunteer may not be the best person for the job and the person who is may not volunteer. Before anyone can volunteer, ask what the task or function requires and then directly ask one person who they think could fulfill those requirements. Convey the expectation that there will be more than one qualified person. People often recognize abilities in others that others don’t see in themselves.

5. Actively Solicit Concerns & Objections

Thorough examination of all concerns and objections is essential to more effective decision-making.

Welcome the expression of concerns and objections because resolving them builds a stronger decision. Once expressed, don’t allow them to slide away unresolved. In addition to correcting or improving a proposed decision, taking objections seriously builds the commitment and focus necessary for effective action.

6. Measure & Report

Build measurements into your decisions so you will know if they are working in the ways you expected.

In every decision, ask, “How will I know if this is working? When do I take a second look? How will I keep track?” Set a time limit on decisions so they will be reviewed and changed if necessary. This doesn’t have to be complicated. Gauge the measurement to the complexity or possible effects of the decision. For personal decisions, it may be as simple as putting a mark on the calendar setting a time to consider how you feel. Then record and make the result available to everyone concerned.

7. Encourage Self-Organization

Ask questions that expect people to find their own answers. Support ongoing self-education. Take control over your own responsibilities.

The meaning of “govern” is “to steer.” When you self-organize you are governing your own life. You take the helm and steer your life like a boat, correcting course when necessary. You ask, “How can I fix this?” “What do I need to do my job?” Ask this of others as well as yourself.

Self-organization is often discouraged in offices but there are usually small areas of possibility. There is generally more freedom to self-organize in your personal life. A mother with four high-energy children and a husband who worked twelve hours a day did one thing that changed her life—she woke up an hour earlier than the family and organized her day over a quiet breakfast. A single father of suddenly adopted 18-month-old twins has a DayTimer on the table next to his plate “for the house and the twins. Everything is in it.”

8. Self Education

Take responsibility for your own development, for continuing to learn about life, about your work, and about your organization.

Management literature often calls this “don’t get stale.” It means keeping up with your industry and developing beyond it. Define your professional area, and your personal life, broadly. If you work on a loading dock, find out how other organizations handle late shipments and transient employees. Watch changes in your company at the top levels that may help you understand your job. Design educational programs that reduce emergencies and increase productivity. Bring your colleagues along with you.

Develop your social contacts at home. Follow your dreams. This will create an environment of growth—not in size but in depth.

Sharon Villines is coauthor with John Buck of We the People: Consenting to a Deeper Democracy, a Guide to Sociocratic Principles and Methods (Washington, DC: Sociocracy.info Press, 2007). For more information: http://www.sociocracy.info

This is the home of Sociocracy.info Press which publishes the most comprehensive text on sociocracy. Please browse and tell us what else you would like to see. We’ve recently revamped the site and not all materials have been reposted.

We the People: Consenting to a Deeper Democracy

We the People by John Buck and Sharon Villines is the first comprehensive presentation of the history and theoretical foundations of sociocracy by English-speaking authors. It includes personal narratives by the authors of their discovery of sociocracy, a history of its development as a practical application by Gerard Endenburg, extensive discussion of how the principles and methods can be used in organizations, and “how to” chapters.

In addition to sample bylaws and practical guides for circle meetings, the appendices include historically significant articles:

Lester Frank Ward, “Sociocracy.”
Kees Boeke, “Democracy as It Might Be.”
Gerard Endenburg, “Rational for a New Social Structure.”

The text also includes an extensive Glossary and Bibliography.

We the People is available from online bookstores, can be ordered by other bookstores through Ingram, and directly from the Press. For more information, click here. To order single copies, click here. To order multiple copies, click here.