Summary of Brian J. Robertson's Holacracy

By IRB Media

Please note: This is a companion version & not the original book. Book Preview:

#1 The most important business lesson I learned was the day I nearly crashed an airplane. I was a student pilot working toward a private pilot’s license, and the only companionship I would have was a well-worn bank of instruments in the cockpit.

#2 We humans are all different, and we have different talents, backgrounds, roles, and fields of expertise. We sense different things. Where there are multiple people, there are multiple perspectives. However, on most teams, critical perspectives that aren’t shared by the leader or the majority are ignored or dismissed.

#3 Evolution is the most intelligent designer around. It is a process that creates new designs and solves difficult problems. It can be used to enhance the sensing power of the human consciousness available to organizations, which can then be used to enhance their capacity to evolve.

#4 The predict-and-control approach, which seeks to achieve stability and success through up-front planning and centralized control, is not suitable for today’s rapidly evolving world. The structure of the modern organization rarely helps ignite the passion and creativity of the workforce.

• Language: English
• Publisher: IRB Media
• Release date: Apr 27, 2022
• ISBN: 9781669395379

IRB Media

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Insights on Brian J. Robertson's Holacracy

Contents

Insights from Chapter 1

Insights from Chapter 2

Insights from Chapter 3

Insights from Chapter 1

#1

The most important business lesson I learned was the day I nearly crashed an airplane. I was a student pilot working toward a private pilot’s license, and the only companionship I would have was a well-worn bank of instruments in the cockpit.

#2

We humans are all different, and we have different talents, backgrounds, roles, and fields of expertise. We sense different things. Where there are multiple people, there are multiple perspectives. However, on most teams, critical perspectives that aren’t shared by the leader or the majority are ignored or dismissed.

#3

Evolution is the most intelligent designer around. It is a process that creates new designs and solves difficult problems. It can be used to enhance the sensing power of the human consciousness available to organizations, which can then be used to enhance their capacity to evolve.

#4

The predict-and-control approach, which seeks to achieve stability and success through up-front planning and centralized control, is not suitable for today’s rapidly evolving world. The structure of the modern organization rarely helps ignite the passion and creativity of the workforce.

#5

I had built just the kind of system I had worked so hard to get out of. Everyone who worked for me was in the same position as I had been in, and my organization was not much more able to harness their capacity to sense reality than any other.

#6

To truly transform an organization, we must move past bolting on changes and instead focus on upgrading the most foundational aspects of the way the organization functions. This will allow us to move beyond applying changes to a system that’s fundamentally at odds with the very process of change itself.

#7

The