In a self-managed organisation, the process of assigning roles and selecting members when setting up a new circle differs fundamentally depending on whether the system is in the initial start-up phase (e.g. setting up an organisation) or in ongoing, emerging operations.
Defining roles in a newly established circle #
In the start-up or transition phase: To avoid a ‘chicken-and-egg problem’ and prevent teams from being overwhelmed at the outset, it is very helpful in this phase for senior management or a transition team to clearly define the entire circle structure, including an initial allocation of people to the circles and roles.
During ongoing operations (emergent principle): Once this initial state has been established, all further development proceeds in an emergent and self-determined manner. Whilst a higher-level circle (parent circle) may establish or dissolve a sub-circle and define its area of responsibility, it has no authority to issue instructions regarding specific personnel and role decisions within the sub-circle. Sub-circles are not bound by instructions, and the parent circle cannot unilaterally overturn decisions made by the sub-circle.
Self-determination through an election process: The members of the new circle determine their roles and role holders entirely for themselves. By default, every role and every process lead is elected directly by the circle members by consensus (i.e. in the absence of serious objections).
Recruiting members for the newly established circle #
No assignment from a pool: An upper circle does not, as a rule, authoritatively assign individuals from a pool. In collegial leadership, a ‘pool’ refers rather to a voluntary group of colleagues with specialist skills (such as facilitators), whom circles may request for support as required; however, it does not constitute an assignment mechanism.
The ‘pull’ principle: The staffing of new circles and the assumption of tasks are consistently carried out according to the ‘pull’ principle. New tasks, roles or the planned formation of a circle are brought to the group’s attention, and colleagues ‘pull’ memberships and tasks on their own initiative, based on their capacity and energy.
Circle autonomy: An irrefutable core principle states that a circle consists of between 1 and 10 people and decides for itself who is admitted or excluded as a member. This means that whilst interested individuals may take the initiative (pull principle), final admission to the new circle must be legitimised by a decision of the circle (usually by consensus amongst the founding members).
Changes in membership and transfers: If, whilst the organisation is running, colleagues wish to change circles, they do so autonomously and in a decentralised manner. Depending on the principles agreed within the circle, the employee wishing to change clarifies with their current circle whether there are any objections, takes the initiative to find a successor on their own responsibility, or simply informs the team of their decision.
Source: See here