…nsions” between people. It seemed like there was no space dedicated to frustrations which built up. It might have been because we “used the system” wrong, yet, maybe it was just a flaw in the system. Personally, I often felt like working within a cold complex system of rules which I will never be a…
Neither of these is true. You probably played it right.
Some people have an allergic reaction to the tension-processing discipline in meetings and get the sense of the process as being cold, mechanistic, and not addressing their personal needs. Holacracy is very supportive and useful if you have an issue concerning work that is related to the organizational purpose, but if you “only” try to address your own personal item it swiftly excretes it out of its digestive process. While this makes it super fast and effective, it means that Holacracy simply puts the ball back in our court to deal with our personal stuff outside of the organization’s processes.
Of course humans are not robots and not everybody can handle this gracefully. So if the company culture is not overly compassionate and no other forum is in place where I can be seen and heard with my human needs it can erode my willingness to bother learning and playing this complex new game relatively quickly. Humans still matter, which is why it is recommended to consciously steward the interpersonal space after role and soul have been differentiated through Holacracy practice. Holacracy offers very little guidance on this, but to be fair it doesn’t claim to address this in the first place. Here’s where the expectations and projections of the critics onto the practice are misguided. Holacracy wasn’t designed to resolve interpersonal issues — even though it sorts a lot of the drama out by clarifying role expectations.