The Source Organization
The money and source work described here is based on the peterkoenigsystem®. I am very grateful to Peter König for allowing me to use his findings in my work.
As the initiative grows and more people are added, part of the initiative can be given to these people responsibly.
They are then subsources. The vision must be communicated again and again, because it can change something over time.
Subsources share the idea, feel the energy and understand the vision and can thus work their own field.
The source can set the framework conditions and leave the implementation to the subsources. This also fits perfectly with the concepts of agile organisations and self-management.
Sooner or later more supporters (helpers) will be needed. In addition to the subsources that take over a separate area, these are employees in the organization.
With the work of subsources the source field (the enterprise) expands.
Further circles (teams) are added.
In the picture above, a single point corresponds to a person.
Represents a team and
Visualizes a subsource with its source field and the teams in it. Sub-source areas can include teams and individual employees.
The topic of source-sub-source is about a natural order, not an artificial delegation created from above.
It is therefore not a question of hierarchy in the classical sense, but of a “natural” hierarchy. It represents, so to speak, the flow in the company.
This approach perfectly complements approaches such as those inspired by Gerhard Wohland, such as Nils Pfläging‘s “Peach Organization”or the ingenious concept of collegial leadership. Holacracy®, Sociocracy or the freely available approach Sociocracy 3.0 (S3 for short) are also supplemented and enriched by this approach.
The source review is therefore wonderfully suited for modern, agile organizations in which self-management and self-organization play a major role.
The natural order that brings source principles into organizations helps to shape them so that information and work can “flow” within the organization. The result is a flow that creates a natural order or hierarchy.
If this clarity exists, everyone can act in his power, in his I and at the same time a WE arises. It is a matter of recognising the uniqueness of each individual and enabling the development of potential in the community.
An organization as a source organization with subsources (organized in circles / teams) and its employees.
Sources feel relatively clearly what their area of responsibility is and what it is not. They should take this seriously, because otherwise they take responsibility in areas where they cannot bear it. This leads to confusion, overstrain, exhaustion and even burnout.
Looking at sources reveals missing, hidden orders beyond the organigram and thus offers clear indications for necessary measures in an initiative or organisation.
In the next part we will take a closer look at the topic of organization and hierarchy.