We expect so much of leaders. And leaders expect so much of themselves. But one person, or even a small leadership team, may have a blind spot. We’ve all read about the “wisdom of crowds” and the challenges of overworked, overstressed leaders making decisions. What if you could use a decision-making process to make your organization smarter than any one leader or even a small leadership team?
Nonprofit organizations ask leaders to encourage honest feedback – to make good decisions, measure the impact of those decisions, and learn. The feedback leaders need could be from people at any level of the organizational hierarchy. But the organizational culture might inadvertently discourage people from speaking up. Even if the culture encourages them, the people who have needed information and ideas could be hesitant to speak up if they were penalized for doing so in the past. And if they do speak up, the leader might have a blind spot – we all have them, after all – and can choose to ignore the feedback. Yet leaders are held responsible for the outcomes of their decisions, even with only partial information on which to base those decisions. What if your organization used a governance structure that both encouraged feedback and ensured that it actually is heard?
Enter dynamic governance, a new way to run organizations. This method hard wires feedback loops in a way that no one’s feedback can be ignored. It does this in two ways:
And that leader’s blind spot? It becomes less limiting, since ideas can come from any source. That assumes that people actually speak up. In a nonprofit long term care facility, the executive director (ED), who introduced dynamic governance when she first took on the position, found out only later that her predecessor had been abusive to the employees. At the first few circle meetings, none of the employees contributed agenda items and they barely opened their mouths. Finally one of the women brought a thread-bare towel to a meeting. She showed the towel and said, “This is disgraceful, we need new linens and towels,” and sat down. The ED, who had been waiting for just such a moment, said, “Oh my goodness, you are right. We’ll get new ones. Thank you so much.” The whole room collectively let out its breath. Because of their experience with the previous ED, they expected the woman who spoke to be fired on the spot. From then on employees gradually began speaking up in meetings and taking more initiative outside of meetings.
Here is the phenomenon in different words and from a different sector: “When I was an enlisted man in the Navy, I wondered why the officers didn’t listen to our good ideas. When I became an officer, I wondered why I could never get the enlisted men to tell me what they were thinking. I tell you from experience that dynamic governance solves this problem from both ends.” (Richard Heitfield, President, Creative Urethanes, Winchester, Virginia, using dynamic governance since late 1980s)
If you’d like to introduce just one technique to get the best wisdom of a group, at any level from the board down, try using a round in your next meeting. Ask a question to generate ideas about a challenging topic, or to get quick reactions to a proposal. Each person in the meeting gives input in turn (with the option to pass), avoiding cross-talk and criticism of others’ ideas. People who are usually quiet in meetings may contribute ideas you would have missed otherwise. And people seem to think more creatively when they know everyone will have a turn without interruption. Using a round enlivens a meeting by bringing discipline to it.
Here’s another idea. You know those policies that don't really work, yet the organization keeps following them? The next time you consider a proposal for a new or modified policy, view it as an experiment. Decide on the time frame and how you will know whether it is working – determine measurements and who is responsible for them. Put the experiment's end date on the calendar, and put the policy review on the agenda for the first meeting after that date. At that meeting, look at the measurements and do a round to evaluate the experiment based on those measurements. Then decide whether to continue the policy as is, tweak it, or throw it out and start over.
Dynamic governance as it is called in the U.S., or sociocracy as it is known in much of the rest of the world, is a new method of governance that creates more inclusive and effective organizations. A Dutch electrical engineer designed the method forty-some years ago, based on cybernetics (the science of communications and control) and systems theory, to run his electrical contracting company in the Netherlands. Nonprofits in multiple countries are using it successfully.
If you’d like to learn more about dynamic governance, go to www.sociocracyconsulting.com for free articles, case studies, and short videos.
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