In a self-managed organisation, there are various ways in which employees take on their roles. The system is based on a close interplay between the ‘pull’ principle and structured election processes.
As a general rule in self-organised companies, tasks and roles are not assigned from above (push), but are taken on by colleagues on their own initiative. For longer-term or structurally embedded roles within a circle, the organisation relies on role-selection procedures in which the group makes the decision.
The two principles ‘pull’ and ‘election’ interact in practice #
Direct pull procedure (‘Electing from the centre’): Here, employees first thoroughly assess their own motivation and energy levels in relation to a particular issue. Anyone willing to take on the responsibility actively steps physically into the centre of the room. Only this inner circle of volunteers then agrees amongst themselves who will actually take on the role.
Structured selection procedures (‘self-managed role selection’): For more formal roles, the circle members propose and evaluate candidates in rounds. To prevent the concentration of power and to bring more introverted colleagues to the fore, selection here is carried out systematically via a process of elimination.
How can one avoid miscasting and unwanted role assignments? #
A self-managed organisation is more flexible in adapting the role to the individual, rather than forcing a role upon them like a poorly fitting, rigid suit. To prevent employees from being forced into unsuitable roles against their will, several strict safeguards are in place within the election processes:
The acceptance request comes only at the very end: in self-managed role selection (as well as in majority voting), candidates are deliberately not asked in advance whether they wish to stand for election. The election is conducted anonymously. Only once the candidate with the lowest resistance value has been identified is that person asked whether they wish to accept the election. If they decline, the candidate with the next lowest level of resistance is simply asked.
Why is this done? It prevents candidates from having to justify themselves in advance, make prior arrangements or behave tactically. It also protects people from the fear of ‘losing’ and often leads to surprising results, as colleagues only realise through the election just how much trust they enjoy within the group.
Requirement for consent in a sociocratic election: In a sociocratic role election, the candidate mentioned most frequently is proposed. As the procedure is based on sociocratic consent, the following applies: a serious objection (including one raised by the person concerned) prevents the role from being assigned. The candidate is asked for their consent last.
Returning a role (‘unrolling’): As roles in self-managed organisations tend to be viewed as a temporary ‘item of clothing’, a role holder can return a role to the community at any time via ‘unrolling’ (returning the role) if they are overburdened or the role is no longer a good fit.
Regular role reflection: To reduce blind spots, all role assignments are reviewed collectively at regular intervals (e.g. every six months) as part of a retrospective. During this process, there is an open discussion about whether the role still suits the person, whether the holder needs support, and how the tasks have been managed.
Source: See here