With this focus, this book offers an alternative to the classic hierarchical leadership approach.
The two authors know from their own experience that even small changes can have a big impact, as they themselves have supported the transformation of their company.
The reference to the classics of organizational psychology makes it easier to establish the significance of the new leadership principles and models of thought for leadership practice. Due to the variety of different ideas and concepts, it is easy for the reader to find tips and hints for concrete implementation very quickly.
“The market is determined by surprises” – companies today have to find their way in a very complex environment. The response to the complex world outside is to build an inner complexity through diverse social networking and enhanced communication.
Even fixed, rigid, standardized processes in a company no longer allow the necessary flexible reaction to certain unforeseeable market changes. Clearly defined business processes are of course important and meaningful, but instead of new variants and exceptions for unforeseen influences, it makes more sense to give employees more freedom to make decisions.
The prerequisites and the transition of this paradigm shift are clearly presented in this book.
Collegial self-management is not leadership at will and arbitrariness – quite the contrary – a collegially self-managed organization can only function if clear structures and a corresponding social framework are created for it.
The collegial circle organisation is the result of the combination of different models, the socio- and holocratic circle organisation, the network organisation, the system theory, systemic organisational development and reflected practice of agile enterprises.
The organizational model describes the organizational structure, which circles are to be found in an organization and in which relationship they stand to each other. The Circle Constitution describes the process organisation, how the circles are organised in themselves, the purpose behind the individual circles and which members with which roles they contain.
In this model, both the relationship to the market environment and the relationship to the owner are depicted, as is the process organisation of this collegial management system, which is based on eight binding basic principles.
- Circles: In order to fulfil the organisational purpose, the organisation is divided into clearly distinguishable areas of responsibility (circles). Hierarchy: The area of responsibility is free to create further subgroups to which tasks and responsibilities are delegated. At least one person must find himself in both circles.
- Members: A circle consists of 1 to 10 persons and decides independently about the admission of the members. They can be members in any number of circles.
- Decisions: Proposals are made by members. If no other member vetoes the proposal, it shall be adopted. The members of the group may also adopt other decision-making procedures.
- Owners: The owners of the organization are represented by at least one representative and constitute the highest circle. In the framework conditions, they define in writing which elements can be designed collegially by the organisation and which are specified by the owners.
- Role: This is the area of responsibility that can be performed by a single person. Representative: A member sent from one circle to another is called a representative. Specifics: These rules are supplemented by further specific rules, principles and standards.
In particular, the complex, uncertain business environment increasingly requires a focus on new alternative forms of leadership. Executives who want to deal with new ideas and get one or the other suggestion for their practice are definitely right with this book.