In the center of Organic Organization is the self-organization. We know that distributing authority and allowing a group to do its own management is much more effective than treating people like cogs. But fostering self-organization in a group is no easy task. We are conditioned to take orders and wait for the action to come from the other.
A fundamental element for self-organization to happen is transparency. With it, we reduce the information asymmetry and we allow a group to have access to everything they need to adapt to changes and make good decisions. For coordination to happen in a distributed way, everyone needs to have the big picture. Not just some who were chosen to lead.
In O2, the visualization of this critical information for self-organization is guaranteed through the review.
Reviewing the work
In the outside world, few groups put their energy into creating a moment together to look and reflect on their work. Some believe that this is a waste of time. Others never tried. When we start a review routine, it is common to hear:
Wow, it's great to participate in this meeting. I was always locked in room X doing Y and didn't even know what was going on at the company.
Without a review routine, it is too much to expect someone who knows nothing of what is happening to be proactive and make a decision.
In O2, there is no exact prescription for what to do in the review mode. It is up to the facilitator to decide what is most appropriate. But in general, the triad checklists, metrics and projects Holacracia does the job.
Checklists, Metrics and Projects
A simple way to review the work is using these 3 elements proposed by Holacracia. Checklists can give visibility to whether recurring activities are being completed or not. In general, they are associated with papers and report whether something happened in a certain period or not. For example, paper Website Manager could have the following checklist: Site backup performed? He would then report and answer that question with Yes or no during review mode.
The second element, the metrics, also shows critical information, but that goes beyond the checklist's binary response. Many organizations and teams are already used to looking at numbers, so there is no big news here. The change is that in the way review we just report the indicators and bring information brief.
The projects serve to provide transparency to paper initiatives that are not recurring and that are also not easily measurable. A project is any destination you want to reach that requires 2 or more steps. The role of the Website Manager could have the following project: New brand changes applied to the site. In the review mode, participants are invited to bring updates about their projects.
These 3 elements are a good starting point for those who are starting to practice revision mode. Either way, the format can be changed to meet the needs of each circle. Some groups don't have as many recurring activities, so checklists don't make sense. Other groups work with sales, so a quick review of the sales pipeline can be interesting.
Mastering the review mode
The purpose of the review mode is to provide transparency about the work of the circle. In our experience, the shorter and more objective, the better. Avoid making time-consuming analyzes or exhaustively going through all the projects that the circle is working on. If the process takes too long, people will get angry and see no value. Try to keep it shorter than 20-30 minutes. Remember that the entire circle is likely to be participating. Going deeper into specific issues that don't interest everyone is not a good way.
A voltage generator
The revision mode, for having the objective of creating transparency, can generate several creative tensions in the participants. When viewing the current status of their work (the big picture), people will quickly identify problems and opportunities from the roles they play. At O2 we call this “tensions”.
Originally written by Davi Gabriel da Silva and published ON HERE