Agile and Lean have delivered fantastic results for optimizing flow of value to customers, but sooner or later agile teams bump into limitations in the surrounding organisation. Sociocracy has delivered fantastic results for optimising organisational governance, enabling dynamic steering and generating cross organisational collaboration, yet until recently has been applied predominantly within traditional organisational systems. Sociocracy 3.0 builds on The Sociocratic Method, is influenced by Holacracy and radically applies lean and agile principles to dynamically steer and evolve organization. • Tap collective intelligence and incrementally process available information into continuous improvement of products, processes and skills • Grow dynamic organizations that support effective flow of value and information • Make the best use of the talent already present in an organization • Take a painless iterative approach for implementing into existing organisations of any size

2. *For more on Sociocracy 3.0 resources visit
http://sociocracy30.org
*Follow us on twitter: @sociocracy30
*This work by James Priest and Bernhard Bockelbrink is
licensed under the Creative Commons Attribution-
ShareAlike 4.0 International Licence.
*To view a copy of this licence, visit
http://creativecommons.org/licenses/by-sa/4.0/
*

3. Bernhard Bockelbrink is an agile coach, consultant and trainer,
supporting organisations on their way towards an evolved culture
of leadership and close collaboration that allows them to
sustainably grow great products and services with happy people.
http://enhanced-reality.net --- Bernhard.bockelbrink@gmx.de
James Priest is an interdependent consultant, facilitator and
trainer, specialising in holistic organisational development,
distributed leadership implementation and complex systems
optimisation.
http://jamespriest.org --- jamespriest@thriveincommunity.co.uk
*

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Introduction to Sociocracy 3.0 © 2015 by James Priest and Bernhard Bockelbrink (sociocracy30.org)

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Introduction to Sociocracy 3.0 © 2015 by James Priest and Bernhard Bockelbrink (sociocracy30.org)

6. *What is Sociocracy 3.0?
Introduction to Sociocracy 3.0 © 2015 by James Priest and Bernhard Bockelbrink (sociocracy30.org)

7. *Governance
Introduction to Sociocracy 3.0 © 2015 by James Priest and Bernhard Bockelbrink (sociocracy30.org)

8. *Navigating via Tension
Introduction to Sociocracy 3.0 © 2015 by James Priest and Bernhard Bockelbrink (sociocracy30.org)

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Introduction to Sociocracy 3.0 © 2015 by James Priest and Bernhard Bockelbrink (sociocracy30.org)

16. *Value
Introduction to Sociocracy 3.0 © 2015 by James Priest and Bernhard Bockelbrink (sociocracy30.org)

17. *Optimizing the Flow
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33. *Backbone organisations.
*Basically how it works is:
* A number of organisations or different departments (dept/org’s) who have quite
different Drivers, need to collaborate together around a shared Driver. For example –
Tech/Product/Design!!!
* They agree on the shared driver
* The dept/org’s agree to create a backbone entity and (s)elect someone (from each
dept/org) to start the process. These people are Leads for the backbone entity itself,
and their function is to initiate the (governance) processes and set things up.
* Meanwhile each department or org selects 2 more people to be rep links. It’s a double
link – so one of the reps is accountable for representing the dept/org in the backbone
entities decision making processes. The other rep is accountable for representing the
backbone entity in the dept/org’s decision making processes. Both reps participate in
decision making in both domains, when the content is relevant.
* This way each dept/org has 1) a rep to the backbone entity / 2) has reps back to the
dept/org from the backbone entity / 3) has someone whose key priority is the
backbone entity itself.
* A backbone organisation may also develop operations of it’s own to execute – or will
pass the imperatives back down to the partner dept/org’s.
* Backbone organisations guarantee equivalence and maximise the potential for cross
dept/org alignment, with everyone represented in all directions.
* They can also support multiagency collaborations, like a government body, an
anarchist group and a youth action agency, all wishing to address drug addiction in a
city for example. Perhaps they don’t get along at all… yet in this pattern they can.

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