Sociocracy is a governance system, just like democracy or corporate governance methods. It’s best suited for organizations that want to self-govern based on the values of equality. Some people refer to sociocracy as Dynamic Self-Governance or simply Dynamic Governance.
We work in circles that each serve a “department”, like hosting, finances, garden, nursery,… and each circle is represented in the General Circle. Circles are autonomous and we work with consent.
Here are the 3 principles of sociocracy as explained on Wikipedia:
Consent governs policy decision making (principle 1)
Decisions are made when there are no remaining "paramount objections", that is, when there is informed consent from all participants. Objections must be reasoned and argued and based on the ability of the objector to work productively toward the goals of the organization. All policy decisions are made by consent, although the group may consent to use another decision-making method. Within these policies, day-to-day operational decisions are normally made in the traditional way. Generally, objections are highly valued to hear every stakeholder's concern. This process is sometimes called "objection harvesting". It is emphasized that focusing on objections first leads to more efficient decision making.
Organizing in circles (principle 2)
The sociocratic organization is composed of a hierarchy of semi-autonomous circles. This hierarchy, however, does not constitute a power structure as autocratic hierarchies do, instead resembling a horizontal association, since the domain of each circle is strictly bounded by a group decision. Each circle has the responsibility to execute, measure, and control its own processes in achieving its goals. It governs a specific domain of responsibility within the policies of the larger organization. Circles are also responsible for their own development and for each member's development. Often called "integral education," the circle and its members are expected to determine what they need to know to remain competitive in their field and to reach the goals of their circle.
Double-linking (principle 3)
Individuals acting as links function as full members in the decision-making of both their own circles and the next higher circle. A circle's operational leader is by definition a member of the next higher circle and represents the larger organization in the decision-making of the circle they lead. Each circle also elects a representative to represent the circles' interests in the next higher circle. These links form a feedback loop between circles.
At the highest level of the organization, there is a “top circle”, analogous to a board of directors, except that it works within the policies of the circle structure rather than ruling over it. The members of the top circle include external experts that connect the organization to its environment. Typically these members have expertise in law, government, finance, community, and the organization's mission. In a corporation, it might also include a representative selected by the shareholders. The top circle also includes the CEO and at least one representative of the general management circle. Each of these circle members participates fully in decision-making in the top circle.