SINA is one of the benefits of holacracy system, hence SINA runs under the holacracy and I think it is one of the secrets why there is such a strong entrepreneurship atmosphere there, enables to nurturing social entrepreneurs.
There are several different operational circles within SINA and it is a typical method used in holacracy, which is a tool called glassfrog. It is a management tool to organize and access all SINA roles. Those circles have their own lead link and representative and other role members, which represents bottle-up and up to bottle strategies. So all circle members handle their jobs which described in their role definition and representative is responsible for bringing certain messages which concerned within circles while the lead link interacting with other circles to make sure things going smooth between different circles.
SINA has two different meeting styles which are aligned with holacracy ideology, they are governance meetings and tactic meetings. The tactic meeting is a chance for circle members to inform others that their current and finished jobs, in order to bring everybody on the same page. While governance meeting is special for role change or job description exchange, for example, if a role member does not have certain accountability to do a job but the circle expects the role to do, then the role should raise the attention to governance meeting to discuss the certain definition with this role.
SINA as holacracy specifies processes for circle teams around operational needs and requires that each member of a circle fulfill certain duties in order to work efficiently and effectively together. The holacracy process is completely opposite to the traditional management hierarchy, holacracy circle members organize jobs by themselves instead of acting based on permission. SINA gives blanket authority to take any actions needed to perform the work of the roles unless it is restricted in certain policies or it involves spending some assets of the organization. SINA even created a holacracy circle to support other circle members to conduct holacracy completely.
I guess it is needed for SINA to adopt holacracy in such an entrepreneurship context, and holacracy ensures the innovative approach for each circle member, which is also a necessary characteristic of entrepreneurs. And indeed SINA organized every scholar, except the newcomers, on the different roles, combined their leadership training and ownership. I wish I could work in such an organization with the relevant authority and freedom to develop myself and also make contributions to organizations. If you want to explore more about holacracy, please read my other post here or you could google this term and relevant articles.
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