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Sociocracy 3.0 Patterns and Their Impact: A Cross-European Study on Self-Management

In the ever-evolving world of business dynamics, the power of Sociocracy 3.0 (S3.0) patterns has long captured my attention. With an extensive background in supporting agile and self-management environments, I had developed a profound appreciation and witnessed the transformative effects of social technologies like Sociocracy 3.0 in business environments. As the Chief Strategy Officer of Neock through the pandemics, my experiences with S3.0 heightened my curiosity about the tangible competitive advantages these patterns could introduce.

So, when the invitation came to be part of a comprehensive study spanning four European organizations, including Neock, it was more than just an exciting opportunity. It was a chance not just to validate my experiences but to understand how these S3.0 patterns resonated across diverse companies, cultures, and countries.

Backdrop of the Study

The study, organized by James Priest of Sociocracy 3.0, utilized the network analysis tool of CX-Ray and was expertly delivered by Imre Környei (iCons-Hungary). It aimed to pinpoint the competitive advantages introduced by companies employing S3.0 patterns across varied cultural and geographical landscapes. Given my already solid foundation and conviction in the benefits of S3.0 from my journey with neoCK and other organizations, I was eager to discern the broader implications and outcomes.

Notable Insights from the study about Neock:

  • Information sharing was high above benchmark
  • High percentage of close work relationships and two-way information sharing
  • Motivation culture was high above benchmark
  • Members were well connected
  • The different units were well connected both in work flow and information sharing
  • The most motivated members could have direct positive influence on almost everyone through their work connections
  • No one seemed to be at risk of burnout based only on workload burden

Commonalities Across the Study

While each participating entity showcased its unique strengths, several attributes universally shone:


  • Motivation culture was remarkably above the benchmark.
  • There was a pronounced openness to collaboration.
  • None appeared at risk of burnout based purely on workload.
  • Despite the negative ramifications of the pandemic, a cohesive core team was present in every company, underpinned by an exemplary level of knowledge and information sharing.

Impact of Sociocracy 3.0 on Organizations

From my experience, observing the significant benefits of S3.0 on organizations and helping teams adopt more agile and collaborative approaches, the results of this study were expected. Sociocracy 3.0 is not just another method; it marks a significant change in how we think about and run organizations.

The study identified three main benefits for teams and organizations using S3 patterns:

  • Increased Motivation: This was a common theme across all businesses, showing the effectiveness of the S3.0 framework in boosting motivation.
  • Collaborative Culture: Evidence of S3.0’s success in promoting inclusivity and shared decision-making.
  • Strong Teamwork: All companies in the study displayed well-integrated team structures, emphasizing the importance of knowledge and resource sharing.

I’ve always believed that organizations need to embrace collaboration for future success. Sociocracy 3.0 is a key tool in this regard. My experience with it has been both educational and validating, further highlighted by Neock’s achievement – winning the 2021 Leadership Award for Leadership & Innovation for People Management in Extremadura.

If you’re considering a change in your organization, explore what S3.0 has to offer. Its principles can transform not just your processes but also the very culture that drives your organization forward.

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