We the People [Anglais] [Broché]

This book can be read in two ways: as an introduction to a more truly democratic way of organizing and governing organizations, or as a way to rethink how groups anywhere can improve dialogue and decision making to arrive at wiser outcomes. The way people talk together and the way they are organized are inextricably linked in organizations, and this book makes this linkage very clear.

We the People caused me to rethink how I view the roles of committees and teams from the perspective of how they could operate everyday as circles for dialogue and decision-making. The practices offered are simple and structural and easily fit within the way people work together day-day. The practices do not require people to change their behaviors, but only to follow a few process and organizational guidelines which can naturally help them work together more effectively. There are clear directions and good examples throughout. The section on the nature of consensus and consent as alternate approaches to decision-making is particularly helpful.

As I read the book I was reminded again and again of certain "democratically" run organizations, like town government and a church congregation, where these practices could be very helpful as an alternative to the practices (and side effects) of parliamentary procedure. I recommend this book to anyone interested in helping committees, teams and organizations run wiser, less polarizing meetings and organizations...or to those interested in rethinking the nature of democratic self-government.

At this point this book has to be the best title in English on this important topic. Previously John Buck had tried to translate Endenburg's original book into English, but that did not prove a workable solution, both because of the structure of the book and the challenges of the translation.

The current book is tantamount to a retelling of the Endenburg story in English, and is much more readable. Personally I do believe that the word sociocracy is a liability, in part because people react negatively to the association with socialism, never mind that it is not warranted at all, but more importantly because it simply is not a clear name. I much prefer the names of dynamic governance which some people have used, or consent management which I have favored.

Be that as it may, this material is important, and as a management system, this model will only grow in importance. It is very profound indeed, both theoretically and practically, as you will only learn by practicing it. I don't mean doing a workshop. By actually implementing it in a group and going through at least a year of evolution. For all the challenges will come up, and it is only through surmounting those challenges that you learn the model works. The simple truth is that people use organizations to hide, and in a consent organization there is no place to hide. The learning process is that transparency is not a threat, but it is the solution, namely it marshalls the collective ability to adapt to change in an unprecedented way, and organizational stasis is largely avoided. Thus once an organization truly learns to work with this model, watch out. The sky is the limit!

This book is about a method of working together with other people to accomplish something. Our current governance models are based on domination and competition. They don't work very well and people don't feel good in them. Never fear! A better way has been developed!

An engineer, Gerard Endenburg, examined the power structure at his electronics firm from a technical point of view and thought it was a pretty bad system. He not only wanted to create a system that functioned better, but one that treated all it's participants like humans and not robots - based in cooperation, like living organisms are.

Endenburg had bought and rescued the failing company. Ten years later, in 1968, using technical theory and trial-and-error he started developing his system. He refined it for years and then started a center that shows others how to use it. Forty years later there are over 200 businesses and groups experienced with it. It has proven to be very successful and resilient.

I call this model DG, Dynamic Governance like the other reviewer. It rewires power and, in that way is a threat to the powers that be. It disperses concentrated power. It's a peaceful revolution, though. Slow change, from the inside. It would be great if it was faster though (Get the book, and tell other people about it!)

As for it's decision-making method, called "consent", I realized that to make a decision any other way would be giving up power. Having this power requires responsibility. I've interviewed a lot of people who work in DG enterprises. For many of them it takes about a year of using the method to really understand what it's about and become more proactive and involved in the enterprise. Getting involved feels good because the enterprise is better than it was and getting better. You can also not get very involved, if you want, but the power is still reserved there for you.

Well-written and informative, it is easy to read and explains everything you need to know to get familiar with the method. Unfortunately, this is the only book in English (besides Endenburg's two very dry books).

Disclaimer: I know both authors. I respect how much time they devote to trying to make the world a better place, and how much they know about DG. I know Endenburg, too, and respect his wisdom and intelligence.

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