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	<title>The Sociocracy Consulting Group</title>
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	<link>http://sociocracyconsulting.com</link>
	<description>Dynamic Governance - Equivalence. Effectiveness. Transparency.</description>
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		<title>Whole Body Consent</title>
		<link>http://sociocracyconsulting.com/2012/11/whole-body-consent/</link>
		<comments>http://sociocracyconsulting.com/2012/11/whole-body-consent/#comments</comments>
		<pubDate>Wed, 28 Nov 2012 07:17:41 +0000</pubDate>
		<dc:creator>Nathaniel Whitestone</dc:creator>
				<category><![CDATA[Uncategorized]]></category>

		<guid isPermaLink="false">http://sociocracyconsulting.com/?p=767</guid>
		<description><![CDATA[The world of business is divided into owners, managers, workers, suppliers, customers and externalities. The story told in business school for the past forty years has been that the job of management is to serve the interests of the owners. The workers are to be controlled or negotiated with by management. Suppliers should be valued (but squeezed) and surrounding communities and the environment are &#8220;externalities&#8221; &#8211; to be ignored or mined for whatever value they can yield. It turns out these are all mistakes. This division is straining our global economy and driving many people out of work, with conflicts &#8230; <a class="more-link" href="http://sociocracyconsulting.com/2012/11/whole-body-consent/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>Motivation &#8211; It&#8217;s Not About The Money</title>
		<link>http://sociocracyconsulting.com/2012/08/motivation-its-not-about-the-money/</link>
		<comments>http://sociocracyconsulting.com/2012/08/motivation-its-not-about-the-money/#comments</comments>
		<pubDate>Wed, 22 Aug 2012 05:31:05 +0000</pubDate>
		<dc:creator>John Schinnerer</dc:creator>
				<category><![CDATA[Uncategorized]]></category>

		<guid isPermaLink="false">http://sociocracyconsulting.com/?p=630</guid>
		<description><![CDATA[Dan Pink knows something about what motivates us. In this RSAnimate video he shares some surprising findings about what really moves us to perform better, to do our best, to stretch ourselves. The most general finding is that for all but purely mechanical tasks &#8211; anything that requires a bit of conceptual or creative thinking &#8211; higher rewards do not improve performance. In fact, they actually reduce performance! Pink goes on to say that when people are paid enough that the issue of money is off the table &#8211; that is, so that they are thinking about the work, and &#8230; <a class="more-link" href="http://sociocracyconsulting.com/2012/08/motivation-its-not-about-the-money/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>Leadership Habits of Strategic Organizations</title>
		<link>http://sociocracyconsulting.com/2012/04/leadership-habits-of-strategic-organizations/</link>
		<comments>http://sociocracyconsulting.com/2012/04/leadership-habits-of-strategic-organizations/#comments</comments>
		<pubDate>Mon, 16 Apr 2012 22:04:07 +0000</pubDate>
		<dc:creator>John Schinnerer</dc:creator>
				<category><![CDATA[Uncategorized]]></category>

		<guid isPermaLink="false">http://sociocracyconsulting.com/?p=551</guid>
		<description><![CDATA[A core benefit of operating sociocratically is that leadership &#8211; including strategic leadership &#8211; is distributed throughout a sociocratic organization. Why is this a benefit? Because when only one or a few individuals are designated as &#8220;leaders,&#8221; leadership abilities of everyone else in the organization are missed, lost, wasted. This recent Inc.com article by Paul J. H. Schoemaker on leaders as strategic thinkers offers a ready-made framework for demonstrating strategic leadership as an outcome of sociocratic organizing. The article suggests six habits of &#8220;Adaptive strategic leaders — the kind who thrive in today’s uncertain environment,&#8221; and how those habits support &#8230; <a class="more-link" href="http://sociocracyconsulting.com/2012/04/leadership-habits-of-strategic-organizations/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Both And Governance</title>
		<link>http://sociocracyconsulting.com/2011/12/horizontal-and-vertical/</link>
		<comments>http://sociocracyconsulting.com/2011/12/horizontal-and-vertical/#comments</comments>
		<pubDate>Sun, 11 Dec 2011 03:07:37 +0000</pubDate>
		<dc:creator>John Schinnerer</dc:creator>
				<category><![CDATA[Uncategorized]]></category>

		<guid isPermaLink="false">http://sociocracyconsulting.com/?p=527</guid>
		<description><![CDATA[In recent weeks, Occupy Wall Street (OWS) and numerous local and regional Occupy actions in the USA have brought ideas of &#8220;horizontal&#8221; governance into more common awareness. Occupy groups have mostly modeled themselves on the original OWS model, where &#8220;General Assemblies&#8221; that operate through a form of active, often large-group consensus are a primary means of decision-making. Inclusiveness and equality are commonly stated values of these processes. The term &#8220;leaderless&#8221; is also used by Occupy organizations to identify their mode of operation. In theory, there are no leaders of General Assemblies, or the groups they are used by. There are &#8230; <a class="more-link" href="http://sociocracyconsulting.com/2011/12/horizontal-and-vertical/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Co-operative Principles</title>
		<link>http://sociocracyconsulting.com/2011/11/co-operative-principles/</link>
		<comments>http://sociocracyconsulting.com/2011/11/co-operative-principles/#comments</comments>
		<pubDate>Sun, 13 Nov 2011 22:57:18 +0000</pubDate>
		<dc:creator>Nathaniel Whitestone</dc:creator>
				<category><![CDATA[Uncategorized]]></category>

		<guid isPermaLink="false">http://sociocracyconsulting.com/?p=513</guid>
		<description><![CDATA[[Cross posted from the DecisionLab blog] I am passionate about economic democracy &#8212; not so much in the sense of majority rule voting, but in the sense of the people involved in something controlling it together.  Some people have argued that, for this purpose, organising as a sociocratic business is better than organising as a co-operative business.  Sociocratic businesses allow their members to participate in decision-making regardless of the size of their contribution to the business&#8217;s capital; sociocratic businesses do not get torn apart by the Scylla of majority-rule politics or sucked down by the Charybdis of interminable and impotent &#8230; <a class="more-link" href="http://sociocracyconsulting.com/2011/11/co-operative-principles/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		</item>
		<item>
		<title>The Key</title>
		<link>http://sociocracyconsulting.com/2011/10/the-key/</link>
		<comments>http://sociocracyconsulting.com/2011/10/the-key/#comments</comments>
		<pubDate>Tue, 11 Oct 2011 17:23:43 +0000</pubDate>
		<dc:creator>Nathaniel Whitestone</dc:creator>
				<category><![CDATA[Uncategorized]]></category>

		<guid isPermaLink="false">http://dynamicgovernance.biz/?p=491</guid>
		<description><![CDATA[&#8220;I can take one look at an organisational chart and tell you whether they will still be in business in a few years&#8217; time.&#8221;  Philip smiled at me and raised his eyebrows.  I was already deeply impressed with his insight and achievements, but with this he had me hooked. I have the good fortune to be married to the niece of Philip Hamilton, former Vice President of Wrigley&#8217;s Europe.  Under Philip&#8217;s guidance, Wrigley&#8217;s became the most profitable confectionery company in the United Kingdom with the best selling confectionery product. Philip commissioned the research that showed chewing gum after a meal &#8230; <a class="more-link" href="http://sociocracyconsulting.com/2011/10/the-key/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<item>
		<title>The Solyndra Shutdown &#8211; Who Knew?</title>
		<link>http://sociocracyconsulting.com/2011/09/the-solyndra-shutdown-who-knew/</link>
		<comments>http://sociocracyconsulting.com/2011/09/the-solyndra-shutdown-who-knew/#comments</comments>
		<pubDate>Wed, 14 Sep 2011 18:40:18 +0000</pubDate>
		<dc:creator>John Schinnerer</dc:creator>
				<category><![CDATA[Uncategorized]]></category>

		<guid isPermaLink="false">http://dynamicgovernance.biz/?p=473</guid>
		<description><![CDATA[On the last day of August 2011, high-tech photovoltaics manufacturer Solyndra abruptly shut down. The cutting-edge solar power technology company announced it would file for Chapter 11 bankruptcy protection. Employees were turned away when they arrived for work that morning; in total, 1,100 full and part-time personnel were laid off overnight. Based in California, Solyndra was touted as an example of cutting edge American solar technology design, and was actually manufacturing their products in the United States rather than offshore. The deck seemed stacked in their favor early on &#8211; in 2009, Solyndra received a $535 million federal loan guarantee &#8230; <a class="more-link" href="http://sociocracyconsulting.com/2011/09/the-solyndra-shutdown-who-knew/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<title>The Stop Button</title>
		<link>http://sociocracyconsulting.com/2011/08/the-stop-button/</link>
		<comments>http://sociocracyconsulting.com/2011/08/the-stop-button/#comments</comments>
		<pubDate>Thu, 25 Aug 2011 17:46:45 +0000</pubDate>
		<dc:creator>Nathaniel Whitestone</dc:creator>
				<category><![CDATA[Uncategorized]]></category>

		<guid isPermaLink="false">http://dynamicgovernance.biz/?p=460</guid>
		<description><![CDATA[[edit Nov 14 2011: Now it is the USA, and people are getting clear about what they want. Need a stop button!] London is burning. The world saw an Arab Spring, and in London and San Francisco &#8212; across Europe and North America &#8212; we celebrated other people&#8217;s civil discontent as a sign of positive transformation. Why are we not celebrating our own civil unrest? One reason is that, unlike the protests against cuts in student benefits earlier in the year, there are no clear causes being promoted. The people looting shops and starting fires have no signs, no social &#8230; <a class="more-link" href="http://sociocracyconsulting.com/2011/08/the-stop-button/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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