Blueprint for a New World Age

Harmonic Governance - Introduction

Quick Nav:   Page 1   |   Page 2   |   Page 3

BUILDING THE NEW - Circles of Hope from the grass roots up.

One of the struggles in building effective organizations that offer ethical governance is finding an efficient and reliable method of making good and timely decisions.

In democratic organizations, majority vote is the accepted standard. Majority rule, however, automatically creates a minority. This encourages factions and divisiveness rather than harmony. Majority rule encourages people to build alliances, to trade favours, and think politically rather than in terms of the best direction for the organization.

In business, decisions are generally made autocratically by the owner or manager or by a Board on behalf of investors. This can lead to poor decisions because those who execute them may not be free to express their views and thus critical information is not available in the decision-making process. Autocratic decision-making also discourages leadership. As with majority rule, those who are not included in the decision making may also feel less committed and thus will not enthusiastically support the organisation.

COGs recognise that social change must be combined with personal change and are deliberately designed to support and facilitate both. In the process we surrender to being part of a greater whole; we begin to participate in our own evolutionary development.

By meeting weekly or bi-monthly, friendship and support become available to us on an ongoing basis. Circles provide a space for us in which to focus on creating joy, acceptance and clarity in a rapidly transforming world.

Circles introduce us to others of like mind with whom to build a harmonious community. We experience more deeply that we are not alone. We can help create more sustainable communities and find new ways to be together, to do business, grow food, raise children, be artistic, to retire fulfillingly, to work and play together. In good times Circles can help us thrive together; in difficult times they can help us survive together. None of us is as wise as all of us!


For more on this please see:   Appendix I - The history of Circle Organisation

Circles predate pyramids. First Nations people employed them widely; and still do. Most folk dances from old civilisations reflect their influence. Peoples as diversified as the Polynesians, the Aboriginals of Australia, the early Greek culture and the ancient Brits reflected the Cosmos in their circle dances and religious structures.

Dating as far back as the 17th century, the challenge of creating strong resilient communities produced a variety of self-governance models, each building on those preceding them.

Common to all those that succeeded are the four fundamental principles of Circle Organisation that follow; and the use of Consent for decision making.

Circle Organisation using consent-based decision making is a system of governance among equivalent individuals and employs an organizational structure based on cybernetic principles. It can also be regarded as a fractal, self-replicating l structure. That is why, once the basics are understood, the procedures at the highest level are as clear as the procedures at the grassroots level. It also doesn't require very many levels to include a great number of people.


For more on this please see:   Appendix II - Vision, Mission, & Aims

Any group planning to utilize the Circle Organisation method as their system of governance is adjured to first create a clear Vision, Mission and Aim(s) statement, in order to provide clarity to their purpose, focus to their goals - and to keep them on track.

(I.E. See ‘About Us’ to view our current Vision, Mission and Aims)

Continue Reading:   COG's Four Guiding Principles >