Pattern 3.1: Artful Participation
A commitment to developing helpful interactions and effective collaboration.
Participating artfully may include interrupting, objecting or breaking agreements.
- enables co-creation and evolution of agreements
- is an individual choice and powerful when embraced by many
- building self-accountability and integrity develops trust
- individuals developing collaboration skills makes for stronger teams
- a culture of mutual support and close collaboration makes for happier people
An individual commitment to:
- actively consider and follow-up on all agreements made, in the best way possible, given the circumstances
- consciously balance personal needs with those of a team and organization as a whole
- developing the necessary skills to do so
- supporting others in doing the same
- bringing impediments to the attention of others if necessary
Artful Participation: Self-Assessment
- How will I support myself and others in participating more artfully?
- Where are my interactions with others unhelpful or ineffective?
- Which agreements do I find hard to keep or contribute to? What can I do to address this?
- What skills could I develop, that would support me to participate more artfully?
- What would artful participation mean in relation to:
- my daily activities?
- collaboration and interaction with others?
- the organization? …our customers or clients?
- the wider environment?
Pattern 3.2: Adopt The Seven Principles
- align collaboration with the Seven Principles
- adopting the Seven Principles reduces the number of explicit agreements required, and guides adaptation of S3 patterns to suit the organization’s context
- an organization’s actual values need to embrace Sociocracy 3.0 principles
Pattern 3.3: Agree On Values
A pattern for intentionally shaping culture in an organization.
A value is a principle that guides behavior. Values define scope for action and ethical constraints.
- each member brings their own values to an organization based on personal experiences and beliefs
- a group or organization may choose to collectively adopt values to guide their collaboration
values offer guidance to determine appropriate action, even in the absence of explicit agreements
- defining values is a strategy that supports effectiveness of an organization:
- reduces potential for misunderstanding
- aligns decision making and action
- attracts new members, partners and customers who are aligned with the organization
- values are an agreement and thus subject to regular review
Pattern 3.4: Governance Facilitator (Role)
A governance facilitator:
- is accountable for ensuring governance meetings are facilitated, stay on track and are evaluated
- is (usually) selected by a group from among it members
- familiarizes themselves with the governance backlog
- often invites others to facilitate some agenda items
When using S3 for governance, the facilitator familiarizes themselves with the following patterns:
- proposal forming
- consent decision making
- role selection
- meeting evaluation
- evaluating meetings
- resolving objections
- effectiveness reviews
Pattern 3.5: Evaluate Agreements
Regular review of agreements is an essential practice for a learning organization; continuously evolving the body of agreements, and eliminating waste:
- adapt to changing context
- integrate learning
Is the agreement still relevant?
Is the agreement still good enough for now and safe enough to continue?
Is there a reason why NOT to continue with this agreement?
- schedule review
- ensure necessary information is available
- agree on next review date
- documentation / notification
- tracking tasks and decisions
- effects on related agreements
- evaluating agreements can be as simple as checking that it is still relevant, and there is no objection to keeping the agreement as it is
- agreements are often reviewed in Governance Meetings
- sometimes it’s effective to schedule a dedicated session for reviewing an agreement
- adjust review frequency as necessary
- review earlier if required
- elements of this process can also be used by individuals to evaluate decisions they make
Pattern 3.6: Breaking Agreements
- is sometimes necessary…
- …but may come at a cost to the community
- be accountable!
- clean up disturbances
- follow up ASAP with those affected or accountable
- initiate changes instead of repeatedly breaking the same agreement
Pattern 3.7: Contracting And Accountability
When entering into formal or informal agreements with others:
- ensure all parties understand what’s expected of them and intend to keep to the agreement
- verify the agreement is beneficial to all parties, and that expectations are realistic
Be accountable for breaking agreements.
To preserve organizational culture, maintain self-accountability and help new members of an organization or circle have a smooth start:
- define expectations for new members (both cultural fit and the skills required)
- align contract with both organizational culture and legal requirements
- consider a probationary period
- have clear procedures for breaches of contract
Pattern 3.8: Transparent Salary
- transparent salaries need to be fair
- fairness has several orthogonal dimensions
- perception of fairness is specific to organizational context
- consider members and relevant stakeholders (e.g. investors)
- create a salary formula:
- fixed: subsistence guarantee
- variable: fair distribution of gains and costs
- consider remuneration for changing roles
- create strategy for transitioning towards new contracts and compensation agreements
Two Ways of Opening Salaries
Pattern 3.9: Support Role
Apply the role pattern to external contractors
- clarify and describe driver for the role
- create domain description
- implement a selection process
- limit term of the contract
- build in regular effectiveness reviews
Support roles may be operational only, and external contractors consent to account for their role.
Pattern 3.10: Bylaws
Secure S3 principles and patterns in your bylaws as needed to protect legal integrity and organizational culture
- consent and equivalence in decision making
- selection process for leadership roles
- organizational structure, values and principles
- influence of owners or shareholders
- sharing gains and costs
©2017 by Bernhard Bockelbrink and James Priest. Licensed under CC BY-SA 4.0