Even before organizations want to implement Holacracy they should think about

Even before organizations want to implement holacracy

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Even before organizations want to implement Holacracy, they should think about why they want to do it, how they want to do it. With that strategy, organizations could save time and create transparency. A good Holacracy Coach can help organizations to achieve this. When organizations are implementing Holacracy, they should be prepared to add new application software and modify their existing and even new application software. Using new or modifying existing
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71 application software is needed to facilitate the cha nges that Holacracy brings to the organization’s processes, structures and rules. It is recommended that organizations use role-based governance software such as Glassfrog, holaSpirit or Nestr to monitor their organizational structures, including circles, roles and tasks. Organizations should be aware that practising Holacracy leads to dealing with role-related issues. It is no surprise as the practice of Holacracy let members use tensions to question existing processes, structures, rules, roles and responsibilities. Governance software is recommended to keep track of the role-related issues and solutions the members suggest and use. Although Holacracy does not tell organizations to use specific processes, implementing the discipline of Identity & Access management is recommended for organizations. Since Identity & Access management provides organizations a set of structures, processes and ruleset that allows members to access data based on their roles and responsibilities, there is a large comparison to the practice of Holacracy. 6.3 Research limitations The main findings and recommendations offer facts supplemented by solutions and measures. To discuss the research and recommendations, the limitations of the research need to be addressed too. The main limitations discovered before, during and after finishing the research are: Participant’s point of view and knowledge By inviting only one participant per organization, the participant s answers and point of view can differ from that of other members in the organization and from a collective organizational point of view. The limitation was noticed before reaching out to potential participants and could be corrected by inviting more participants from each organization. However, it would pose a conflict with the planning of the research and would also be a dependency to bring a specific set of participants together at the same time during video and telephone conferences. The participant’s knowledge to answer the questions of the questionnaire is also a limitation. By explaining the conditions of the research using emails that followed up the first invitation, telephone conferences and video conferences, the risk of letting a member of an organization participate who did not have the right knowledge was reduced.
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  • Spring '19
  • Dhr. Joe Goldiamond
  • Management, Qualitative Research

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