A method is useful, but it is not the answer to every problem. When we get overly attached to a method, we become blind to whatever doesn't fit. Holacracy, also known as self-organisation or self-management, is a method for running an organisation differently. It is criticized that it's rigid, complex, and inhuman. Yet, Holacracy has its limits and its strengths.

Holacracy is a framework

Holacracy is a rule-based method. The rules are documented in the 15 pages Holacracy Constitution. When organisations adopt Holacracy, they sign the same rules, regardless of size, industry, culture, purpose, etc. However, Holacracy is a framework, not a blueprint. The constitution doesn't tell you how to structure your organisation but gives you a toolbox to figure out how to structure your organisation.

Criticism: Holacracy is rigid

Holacracy does not prescribe certain qualities or goals for the design of your organisation. The goal is the organisation's purpose. You can use the tools and building blocks of Holacracy to create a directive management hierarchy.

Holacracy is an empty framework


The problem with Holacracy is not that it's too rigid but that it is too flexible. The simple pattern language of circles and roles can be used to map a host of different structures. Flexibility and rigidness are two sides of the same coin. If you want lots of flexibility and agility in your organization, then you will also need to get rigid and firm about your purpose and boundaries.

Holacracry is too flexible, not too rigid

Methods are useful. They are like a recipe, encoding the lessons learned by others and helping us avoid common pitfalls. They also carry a risk, however. We tend to get attached to our methods, blinding us to whatever doesn’t fit.   

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Holacracy: A Framework, Not A Blueprint

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