Tag Archives: We the People

Missing Illustrations, Ch 14 Money as Measurement, 1st Digital edition in English

Chapter 14: Money as Measurement

Illustrations

Three illustrations were incompatible with the 2017 digital edition in English of We the People: Consenting to a Deeper Democracy. So the text was altered to be understandable without them. They may be useful, however, for those who would like more detail.  The 3 illustrations are included here for download in a single PDF.

Illustrations for Chapter 14  Money as Measurement

Please note that all diagrams are copyrighted and may only be reproduced with permission. For permission, please send an email Sociocracy.info Press.

Nós o Povo: Consentindo a uma Democracia mais Profunda

Nós, o povo, é a referência padrão para entender a sociocracia

Desde a publicação da primeira edição em 2007, We the People: Consenting to a Deeper Democracy tornou-se a referência padrão na sociocracia. É uma apresentação abrangente da história e aplicação dos princípios e práticas sociocráticas, explica o que eles são projetados para realizar. À medida que as organizações adaptam a sociocracia à sua estrutura e cultura existentes, algumas mudanças podem parecer necessárias. Entender “o porquê” é essencial para fazer mudanças sem negar os benefícios do original.

Guia de Governança Colaborativa

Nós, o povo, continua sendo o manual definitivo para aprender sobre sociocracia e seu método de projetar e organizar colaborativamente organizações de sucesso, respeitando também a inteligência e o comprometimento de todos na organização.

“Nosso entendimento de como o mundo funciona foi fundamentalmente alterado quando o modelo mecânico de sistemas lineares fechados foi substituído pela teoria da cibernética e da complexidade. A sociocracia é um método de governança que usa essas novas ciências para projetar organizações tão poderosas, auto-organizadas, e auto-corrigindo como o mundo natural, incluindo as abelhas. ”

Leituras e Recursos

Nós, o Povo, também inclui uma série de recursos não disponíveis em outros lugares: “como” informações, reimpressões de textos históricos, pequenos guias para reuniões, um glossário e uma bibliografia selecionada. A edição impressa está totalmente indexada.

Inclui:

  • A história e teoria da sociocracia
  • Sua fundação na cibernética
  • O raciocínio por trás dos princípios essenciais,
  • A relação do Método do Círculo Sociocrático com a teoria tradicional de gerenciamento
  • O processo de implementação
  • Leituras clássicas
  • Exemplos de estatutos para empresas e organizações sem fins lucrativos
  • Guias curtos para reuniões e tomada de decisões
  • Glossário
  • Bibliografia
  • Índice
  • Muito mais fotografias, diagramas, gráficos e tabelas.

Onde comprar

Clique aqui para fazer o download do PDF da Figura 13.2 O Gráfico 27 Bloco Português

 

Full-Sized 27-Block Chart in English, Portuguese, and Spanish

Chapter 13  Organizing Work

The 27-Block Chart Planning for Organizing the Production Process

The full-size example of the 27-Block Chart was too large to include in either the print or digital editions so an example is included here.

There is an example in English below that you can download as a PDF.

27-Block Chart PDF in English

27-Block Chart
27-Block Chart

 

Clique aqui para fazer o download do PDF da Figura 13.2 O Gráfico 27 Bloco Português

Figura 13.2 O gráfico de 27 blocos em português
Figura 13.2 O gráfico de 27 blocos em português

 

Haga clic aquí para descargar el PDF de la figura 13.2. El 27 gráfico de bloques en español

figura 13.2. El 27 gráfico de bloques en español.
Figura 13.2. El 27 gráfico de bloques en español.

Please note that all diagrams are copyrighted and may only be reproduced with permission. For permission, please send an email Sociocracy.info Press.

Sociocracy Joining the Mainstream

Sociocracy joining the mainstream would allow it to relate its own methods/ideas/concepts to those of mainstream management theorists and industry leaders. This is crucial to the wider acceptance of sociocracy for two reasons:

1. People relate new ideas to what they already know. That can be to concepts or to names/words.

2. When I explain sociocracy to management people, educators and management consultants, they shrug and say all the best organizations do that. Or that’s been focus of management theory since 1967.

The Mainstream

When sociocracy present ideas as uniquely its own it seems to be appropriating ideas, calling itself unique. In fact, these techniques are common, but sociocracy has a better way to combine the techniques of business with democratic values. Management theory has nothing but (sometimes) good intentions.

If sociocracy were presented with phrases such as “Like Peter Senge, sociocracy advocates……” “As did Peter Drucker said in 1957, sociocracy maintains that….” “X corporation’s strategic plan process is similar to that of sociocratic organizations with one exception.” Then people listen. They open up because they can hear ideas in the context of what they have personally already validated.

That’s why I worked so hard to relate sociocracy to other management theorists in We the People. This hadn’t been done before. The relationships in the book are not complete, partly because of my lack of knowledge of management theory in 2007, not that it’s so huge now, but it was a lot of research because I like to work with original sources. The other reason was because of space. The book couldn’t do two things at once. The immediate need was for a comprehensive guide and handbook on sociocracy with as much context as possible.

Unique to Sociocracy

What is unique to sociocracy, I think, are double linking, moving policy making to the bottom of the organization, and structuring policy and operations decisions not to “higher” and “lower” management, but as separate functions. At the upper levels of well-managed organizations, they are separated, if not by those names and if not always consciously. Policies are most often discussed and adopted in special meetings, often at retreats.

Even the use of consent is not unique to sociocracy. Upper management levels also use consent, though consent may not always be binding—there will be a fall back. The lack of a fallback in sociocracy and the clear definition of what “consent” means, however, are unique. The definition of “unique,” despite the word police who say either it’s unique or it isn’t, is a blurry one. Better said that is that consent is extended universally in the organization and used for many more types of decisions.

Sociocracy won’t be widely accepted until it begins to debate the big ideas in an arena where its own ideas will be heard.