These elements are flexible and

Evolve depending on the organization's needs, but they must always be explicit and clear to everyone. Roles are grouped and represented by circles that deliver specific contributions to the organization. Each circle can be inside a larger circle and all circles are inside a large circle that represents the company and which is called the anchor circle. Within each circle there is the leadership link that is designated by the greater circle to represent its needs; and the representation link, to represent the interests of the members of that circle. There are also cross links that connect different circles. Within each circle there are two elected roles: facilitator and secretary. Each circle is managed by two meeting types: governance and tactical.



Chapter 4: governance. To replace the top-down model, a clear, sophisticated and robust process is essential that keeps everyone aligned and united while navigating the complexity of the contemporary world. These are the rules of the game Jamaica Email List that must be followed naturally. At first people find the new rules strange, but then everything starts to flow automatically. This process begins with governance meetings, which take place in all circles, monthly, and which refine the functioning of the circle. It is not the scope to discuss strategies or operations, but the dynamics that govern interactions within the circle and between circles. The agenda for these meetings has the following phases: (1) check-in round when everyone disconnects from the world and connects with the meeting; (2) administrative aspects when defining the operational aspects of the meeting such as time and breaks; (3) agenda, when the items to be discussed are listed and prioritized; (4) processing each item using the “integrative decision making” approach; it is (5) closing round with scheduling the next meeting.







Chapter 5: operations. In holacracy, operations is everything that is outside the scope of governance. It is in this sphere that the structure defined in governance is used to make things happen. The central idea that guides operations is that to make things happen it is necessary to understand what results I am looking for and what the steps are to get there. In practice, this means that each entity in the organization (roles, sub-circles and circles) needs to be clear about its purpose and the projects that materialize it. Furthermore, it is important that each member of a circle understands some essential responsibilities: maintaining transparency about ongoing projects; respond to the demands and doubts of other members of the circle and clearly prioritize time accordingly.