holacracy

The headline is utterly misleading - nowhere in the article is there any evidence that employees hate holacracy and want to return to the old days.

But I started a business that now operates by principles fairly closely related to those underlying holacracy (though the implementation is fairly different).

Thought experiment: ignore the holacracy angle and offer everyone in any company 3-months severance if they quit by a certain date.

I have little comment about what holacracy is like to work in, because I haven't worked in one.

This holacracy thing promises exactly that but I am not sure if it is really viable.

I'm hoping it answers some of the practical questions surrounding how this Holacracy would actually work.

I think Holacracy may be one of the dumber pseudo-science management theories that's ever come out.

In short, I'm not holding my breath that we'll see workplace democracy or holacracy at a public company anytime soon.

So what Holacracy offered above what we already had was rigid structure, and cumbersome terminology.

Seems to me they are structured in a holacracy[1] distribution.

I just hope there's a budding writer at Zappo's who can fill in the details on day to day life in a holacracy.

Then again, I've not implemented a fake holacracy for all the wrong reasons.

It's the Guardian's hyperbolic headline, not the submitters, but how about "15% of Zappos staff accept Holacracy-related redundancy offer".

In a nutshell, the holacracy system will have "circles" of individuals which act as semi-autonomous groups to achieve results.

Though describing holacracy as a "lack of structure" seems like a pretty serious mis-statement.

Reading the Holacracy page on "processing tensions" [0] feels like document written by Dogbert.

There's still management in Holacracy, but it's not a full-time paid role, it's devolved into groups.

Holacracy was invented by Brian Robertson, a 35-year-old former programmer with barely any management experience.

Holacracy is extremely structured - way more, and way more explicitly, than most organisations.