At the beginning of 2017, I gave this written interview as a contribution to Christin Döhring's master's thesis on the topic of „Sociocracy – Potential and obstacles for modern organisations“  She sent me 15 questions. Now I've found it again and decided to publish it here because it might be of interest to others. I'd also appreciate any feedback.

• In what context did you first come into contact with sociocracy?

I read the article „The Ideal World“ in brandeins 1/09 [Link: https://www.brandeins.de/magazine/brand-eins-wirtschaftsmagazin/2009/wirtschaft-neu/die-ideale-welt] and wanted to find out more. I then came across the Sociocratic Centre Germany and attended an introductory seminar on sociocracy with Christian Rüther [link: https://www.soziokratie.org] in Munich. In 2012, I then took the intensive training course „Creating workplaces where people can thrive“ with Gregg Kendrick [Link: https://www.greggkendrick.comSince then, I have enjoyed working with Christian Rüther time and again and spreading the idea of sociocracy wherever possible.

• How do you explain the low level of awareness of sociocracy?

According to my observations, sociocracy is becoming increasingly well known. In my opinion, the rather slow process has a lot to do with a lack of lobbying. The activities of the Sociocratic Centres DACH do not seem to conform to the laws of 21st century marketing.

• Why did you decide to work in a sociocratic organisation?

I would not describe my company as sociocratic in every sense of the word, and it will never be, as it is too small for that. At the same time, we have shared sociocratic values since our founding in 1998: self-determination, transparency, participation, joint decisions, contact and equality. [Edit 2021: A lot has happened at SOCIUS since 2017: we have recently anchored our commitment to consent-based decision-making in the rules of procedure of SOCIUS eG] [Edit 2023: and in October 2022, we held the first German Sociocracy [Link: https://socius.de/socius-bei-sociocracy-for-all] discussed at all conferences]

Sociocracy: potential and obstacles

• Why do you think hierarchical organisational concepts should be outdated?

In my opinion, they shouldn't. I think there are organisations or areas of work where hierarchical structures make a lot of sense. For example, in the fire service during an emergency. Or on an aeroplane. That doesn't mean that the overall structure always has to be hierarchical, but there are plenty of situations where I'm glad hierarchical concepts exist. Medical operations, for example.

• What advantages does sociocracy offer over a hierarchically managed company?

Sociocracy offers advantages when the above-mentioned values are shared. And when individuals are willing and able to take responsibility. People often need support to do this. Our society is not particularly geared towards placing a high value on personal responsibility. [Edit 2021: Bettina Rollow and Joana Breidenbach have written an excellent book on this topic: New Work needs Inner Work [Link: https://socius.de/interview-bettina-rollow-new-work-needs-inner-work] ]

• What is the best way to break away from old paradigms and established structures in order to embrace the concept?

I think it is helpful to first find allies within the company who share similar values and familiarise yourself with the concept and communication of sociocracy in a small circle. Then you can start to „play“ with the ideas of sociocracy in this very circle and pass on details of it, e.g. in meetings. If you find someone from the management level who is interested, it is important to involve this person and not to alienate them.

• Sociocracy is largely based on trust. How can you manage to exercise this unconditionally and relinquish „power and control“?

This is often a major challenge. Either there have already been intrapersonal processes at management level in which the management has worked on these issues personally, or they will have to take place in the future. In my opinion, sociocracy cannot be established without personal development.

• Sociocracy also means not finding the perfect solution straight away – how do you deal with that?

There is no perfect solution outside of sociocracy either. I think that the search for a feasible solution, as „promoted“ in sociocracy, is more realistic. It is high time to let go of perfectionism.

• What advantages and disadvantages do you see in the „iterative“ solution process? Is this process superior to the classic goal-setting process? If so, why?

I believe that iterative processes are much more in line with „natural“ development than traditional targets, which may not be achieved and can cause feelings of failure that have been shown to reduce employee motivation and energy.

• How are sociocratic principles upheld when a decision must be made quickly in an emergency?

Quick emergency decisions can and should also be made top-down in sociocratic companies. The aim is to keep organisations operational and as satisfied as possible.

• Does sociocracy also work independently of the working environment and could it be implemented exclusively with modern means of communication, such as online communication, or is personal communication an essential component?

Unfortunately, I can't comment on that. I suspect that organisations where people NEVER see each other have a slightly harder time. But I also think that organisations where people NEVER see each other live and in colour have a slightly harder time anyway.

• Were there situations in which sociocracy reached its limits and you questioned the concept?

In my experience, it is people who have reached their limits rather than concepts.

Conclusion

• What do you see as the biggest hurdles to introducing sociocracy?

In will and trust. Renouncing power requires great inner freedom.

• To what extent is it necessary to learn methodological skills in order to be able to work sociocratically?

In particular, I believe that the art of facilitating circles and consensus should be practised and learned by as many participants as possible. This requires willingness, opportunity and support.

• Can sociocracy be implemented easily in any company, or would you advise against it for certain industries or company sizes?

I believe that where there's a will, there's a way. If the focus is on „without problems“, I would probably answer no, but if the focus is on „implementation“, I would be more inclined to answer yes.