General Company / History / General Company Governance Meeting of Jul 5, 2016, 10:38am

General Company Governance Meeting Minutes

Held on: July 5, 2016, 10:38am
Secretary: Brian Robertson

Made changes to: GlassFrog

Accountability added:
  • Providing @Holacracy_Implementation with admin level access to client organizations
Accountability added:
  • Supporting @Holacracy_Implementation coaches to use GlassFrog by answering usage questions and pulling occasional reports

Made changes to: Holacracy Ecosystem

Accountability changed:
  • Monitoring Licensed Provider and Agent activity for compliance with the terms of the Licensing Agreement (including payment and reporting requirements), defining processes and standards for addressing discrepancies, and addressing any discrepanciesdiscrepancies, including terminating agreements

Policy added: Offering Discounts & Custom Prices

Policy added:

  • No role may offer a price for any HolacracyOne product or service unless the price offered falls within a standard pricing model defined & published under due-authority of a relevant role. However, special-case pricing outside of a standard model may be offered if:

    • The price offered is approved by whatever role(s) and/or processes could otherwise approve a change to a standard pricing model.
    • The price offered is above a standard price, because the role so offering believes it does not make sense for HolacracyOne to deliver upon services offered at the standard price.
    • The price offered is below a standard price, and the delta has been authorized as if a spending decision of the organization.

Policy added: Terminating Holacracy Licensing Agreements

Policy added:
  • No role other than @Holacracy_Ecosystem or @Licensing_Design may terminate a Holacracy licensing agreement.

Policy changed: Making Hard-to-Change Decisions

Text changed:

  • In any role, before you implement a decision that could have a significant impact on the organization and where it will be significantly difficult or expensive to undo that impact, you must first share your intent to do so with any partners who you believe could have useful information to inform the decision, or who fill roles likely to be significantly impacted by it. You must then delay your decision for a reasonable timeframe to allow those partners to consider the potential decision, decision and have time to try to address any tensions triggered by it. You must also respond to any clarifying questions, questions they ask, and consider any reactions shared.they share, before you implement the decision.

    If any partner so impacted raises a valid Objection to your intended decision from one of their roles, you must further integrate that Objection before proceeding. However, you can ignore an Objection and proceed anyway if a relevant Lead Link (or another duly authorized role) issues a prioritization decision that indicates the Objection would be a significantly lower priority for the circle to resolve than the tension behind the proposal.