Governing for the common good: the possibilities of sociocracy in nonprofit organizations

Within nonprofit organizational studies, there has been a long-standing interest in democratic governance as ways of building political participation, civic skills and fostering inclusion. While established approaches to democratic governance have many benefits, existing research points to numerous challenges, including apathy and oligarchization. This paper explores an alternative form of democratic governance, sociocracy. Sociocracy, sometimes called dynamic governance, is organized around four key elements: circular hierarchy, consent-based decision-making, double linking, and practices to foster inclusivity and voice, a unique blend which distinguishes it from other forms of democratic governance. This article explores the implications on workplace democracy that a nonprofit organization experienced when limiting it. We find that sociocracy offers many benefits, including empowering members and reducing the risk of domination, and also highlights the many challenges that can accompany the implementation of sociocracy, particularly how four forms of inequality contribute to those challenges