Our sociocracy based and continuous improvement solutions delivery model
To fulfil sociocracy’s promise that all voices matter, we want to be intentional about making sure the voices of people who are most impacted are heard. In our pursuit of a society that thrives sustainably, it is often people who are closest to the problem that best placed to define what the solution needs to be.
Despite the tremendous benevolence of people, community organisations and businesses all across society, there remains a significant deficit in social, economic and ecological development needs.
We think this can be resolved when we leverage the individual specialisms and contributions of people and organisations to establish collaborations / cooperatives, that can better address the related causes and effects of multiple social challenges and wellbeing concerns of a place or community.
Most importantly, in this process, to sustain continual social progress, we want to enable a transfer of knowledge and skills to people and communities, to empower greater inclusivity, equality and future self sufficiency.
It is a journey and anybody and everybody is welcome to join us on it!
Enabling people led change
Establishing a place for people to share ideas and innovations for digital solutions that will can people, families, communities to thrive.
Co-design conversations to explore and qualify the requirements to confirm how best these could be delivered to secure greatest benefit to the user community.
Once consensus is reached the requirements these are further qualified from a technical architecting and digital solutions perspective.
Ensuring the delivery of safe, secure, trustworthy social purpose tech4good solutions
A space for technologists to utilise their skills in delivery of solutions supporting positive social change.
Requirements evolved into technical designs sufficiently to arrive at a best estimate of the costs for build and delivery.
Once consensus on digital delivery approach and budget is reached the solution can progress into the proposal stage.
Turning social development ideas and innovation into a reality
The 'Angels Den' connecting those with resources that want to support positive, sustainable social, economic, and ecological change to the ideas and innovations for delivery of this change.
Proposals for solutions are developed with investment business case that outline the benefits expected and delivery time frame for these, sufficient to confirm the viability of the proposal and secure the funding resources needed for delivery.
The social alternative to the Dragon's Den.
Turning innovation and ideas into reality
The coordinating core of the organisation that oversees operational delivery and ensures the membership, engagement and collaboration between all circles remains effective.
Proposals approved and supported with funding move into delivery overseen by this aspect of the business. The project teams include representatives from each of the proceeding circles fulfilling assurance roles on requirements, design and investment / benefits delivery.
Lessons learning during and post delivery are captured along with measures on benefits realisation and this is made accessible to the Social Value and Learning Circle
Establishing a continuous social, economic and ecological improvement process
Building a body of knowledge and intelligence to establish an ongoing basis for delivery of continuous improvement.
Continual learning and measurement feed back into the delivery lifecycle so that next development iteration or requirement for a new solution, benefit from intelligence and knowledge obtained from experiences of previous delivery, and any relevant research that may have become known.
This is fundamental to breaking the legacy approach of boom and bust where only temporary respite on social challenges and wellbeing issued is achieved.
Bring it all together and making 'social progress' a standard we can live by!
Utilising an agile and iterative approach to co-designing - doing - measuring in our work processes, we continually cycle around circles to secure participation on the next set of requirements and round of investment. This ensures we can welcome change and deliver frequently on a basis of continuous improvement, built from the learning and experience obtained as we go.
Following proven practices such as that of the Agile Manifesto and applying them more broadly to our way of doing all stuff, we value:
Individuals and interactions - over processes and tools
Working solutions - over comprehensive documentation
People collaboration - over contract negotiation
Responding to change - over following a plan
That is, while there is value in the items on the right, delivery values the items on the left more.
In the structures we create, success in our social, economic, ecological and consequently wellbeing development efforts increases when we enable autonomy and invest in learning, and inclusivity becomes achieved by decisions becoming made when there are no remaining "paramount objections", that is, when there is informed consent from all involved (every-one has a say).
It is all very democratic, equalising and inclusively focused
Our operating principles
Decisions are made when there are no remaining "paramount objections", on a basis of informed consent from all participants. Objections are reasoned and argued based on the ability of all to work productively toward the goals of the requirement.
The organisation structure consists of a hierarchy of semi-autonomous circles. Representing a horizontal association, each circle has the responsibility to execute, measure, and control its own processes in achieving its goals. It governs a specific domain of responsibility and are also responsible for their own development and for each member's development.
A circle's nominated operational leader is also a member of the next higher circle and represents the larger organisation in the decision-making of the circle they lead. Each circle also elects a representative to represent the circles' interests in the next higher circle. These links form a feedback loop between circles.
At the highest level of the organisation, there is a “top circle”, analogous to a board of directors, except that it works within the policies of the circle structure rather than ruling over it. The members of the top circle include additional business management functions and business function governance, finance, administration etc. and programme / project delivery management.
This fourth operating practice extends the first of our practices. Individuals are elected to roles and responsibilities in open discussion using the same consent criteria used for other policy decisions. Members of the circle nominate themselves or other members of the circle and present reasons for their choice. After discussion, people can (and often do) change their nominations, and the discussion leader will suggest the election of the person for whom there are the strongest arguments. Circle members may object and there is further discussion. For a role that many people might fill, this discussion may continue for several rounds. When fewer people are qualified for the task, this process will quickly converge. The circle may also decide to choose someone who is not a current member of the circle.
Call to action
We want to be working for you!
eCulture is looking for new members to join the initiative and help, guide, develop and deliver our solutions, we are keen to hear from:
with living experience, community organisers, entrepreneurs, activist - seeking to exploit technology in ways that help and support people and communities
wishing to support positive social change at scale, and becoming part of a significant opportunity to transform lives and help people, families and communities to thrive sustainably
'Tech4Good' Innovators / Entrepreneurs
to join and utilise your skills and ability for innovation, creativity, entrepreneurship and technological development on the delivery of solutions to connect and empower people, family, and community led wellbeing development.