At about the same time that our original team made effort ultimately resulting in us adopting Holacracy, we read The Decision Maker by Dennis Bakke and Reinventing Organization by Frederic Laloux.
Our leader types at that time may have conflated some concepts, but urged us to begin using the "Advice Process" as newly-empowered Decision-Makers now that we had the distributed authority provided by Holacracy.
Before I'm accused of being too prosaic, the question:
Is use of - or better asked, is required use of the "Advice Process" for operational decisions in opposition to or in alignment with the concepts in Holacracy?
The short - my interpreted creation, as there is no crafted process in the Bakke materials:
How to choose a Decision-Maker / How to use Advice Process
The Leader leads by choosing a decision-maker
- PROXIMITY. Who’s close to the issue? Are they well acquainted with the context, the day-to-day details, and the big pictures
- PERSPECTIVE. Proximity matters, but so does perspective. (objectivity) Sometimes an outside perspective can be just as valuable.
- EXPERIENCE. Has this person had experience making similar decisions? What were the consequences of those decisions?
- WISDOM. What kinds of decisions has this person made in other areas? Were they good ones? Do you have confidence in this person?
The Decision-Maker then uses the Advice Process. In a decision-maker culture, the decision-maker makes the final call but must ask for advice. Deciding who to get advice from can influence as successful outcome.
Get advice from:
- EXPERIENCE. Has this person had experience with this problem? There’s no teacher like experience.
- POSITION. People in different positions see different things. The decision-maker asks
- a leader
- a peer
- someone below them in the hierarchy
- and if circumstance warrant, experts from outside the organization
- RESPONSIBILITY. Decisions have consequence - and decision-makers should be held accountable for theirs. At the same time nobody is right all the time. The most important part of any decision is that the decision-maker fully engages with the advice process, not just that he or she gets it ’right’
- OWNERSHIP. When people are asked for advice they start to feel ownership. Ideally, everyone who offers advice works for the success of the project as if it were their own. The advice process isn’t just about getting the right answer. It’s about building a strong team and creating a process of communication that will improve all decisions in an organization.
Accountability: After the decision is made, the decision-maker follows through by communicating and measuring the results of the decision.
Your input greatly appreciated!!