The Sociocracy Group / TSG Global, Sociocratisch Centrum Nederland Pr. Pieter Christiaanstraat, Rotterdam (2026)

08/01/2026

START OF THE YEAR
And with it, a flood of sometimes staggering information.
Demonstrations of force, divisive narratives, binary worldviews, imperialist temptations, resource grabbing... Everything seems to push us towards fear, withdrawal, and rigidity.

In this context, we deeply believe that our responsibility—both individual and collective—lies elsewhere. It begins with an inner choice:
to cultivate curiosity, openness, and courage with determination.

Moving beyond polarization is not a naive stance. It is an act of maturity.
Thinking in terms of interdependence, seeking resonance rather than opposition, building bridges where others erect walls. Every step counts. Every gesture is a stone laid in the edifice of an emerging society.

In organizations, too, this choice is decisive.
Putting in place truly emancipatory frameworks, believing in HR innovation and social technologies, means refusing to let fear dictate our modes of governance. Fear paralyses.
Trust, on the other hand, sets things in motion. And shared enthusiasm fuels the courage to act—together.

Sociocratic governance is fully in line with this dynamic.
It invites us to think circularly, to promote the circulation of information and collective intelligence. To distribute power rather than concentrate it. To decrystallize situations in order to preserve what is alive: movement, flow, emergence.

In the face of an uncertain world, choosing life is a political act in the noblest sense.
An act of responsibility. An act of embodied hope.

For this new year, let us wish for the following:
courage, curiosity, and the determination to create—step by step—forms of governance that are equal to the challenges of our time.

31/12/2025

AT MIDNIGHT, WE CHANGE THE YEAR
The clock marks the transition. Chronos moves forward.
But the time we celebrate tonight may not be the one that matters most.
Chronos is a human invention. Useful, necessary, but misleading when it becomes the only compass.
It cuts, accelerates, presses. It gives the illusion that everything is played out in speed.
There are other times.
Kairos, the right time, the opportunity that arises when conditions are ripe.
And Aiôn, the time of cycles, of life, of what is born, transformed, dies and is reborn.
Nature knows no deadlines.
It knows rhythms, seasons, fragile balances and the art of adjustment.
Sociocratic governance is part of this wisdom.
Deciding when the time is right.
Moving forward at the right speed.
Respecting the cycles of learning, regulation, growth and rest.
Building society not against life, but with it.
Returning to the fundamentals may mean the following today:
– deepening our human experience
– cultivating inner peace to nurture outer peace
– taking care of the bonds that connect us
– governing our organisations as living organisms, not as machines under pressure
Time is not just a straight line,
but a space for maturation, connection and wise choices.
As we move into the new year, let us wish for less of a race against time
and more of a presence in the right time.
May 2026 be a year of fruitful Kairos
and respected cycles.
Happy New Year and a beautiful transition,
in tune with the rhythm of life.

28/05/2025

TRANSFORMATION, MUTATION, TRANSITION...
Many companies and organizations feel the need - or the call - for a different way of operating. But how do we get through these uncertain times without burning out or losing the soul of the collective?
What if the key to transition lay in the mobility between focus and breadth?
Performance and robustness, speed and depth, measurable results and the power of vision: organizations have to navigate between fundamental polarities.
Sociocratic governance offers a living framework for adjusting to these tensions, without seeking to resolve them once and for all, but rather transforming them into the energy of movement.
And beyond models and methods, there is a force that we sometimes forget to summon: the power of hope. Not naïve hope, but the hope that springs from our ability to imagine a fairer, more equitable, more vibrant world. Hope that keeps us going in the slow pace of profound processes.
Ultimately, in the face of storms, what keeps us standing?
Even more than our deadlines and dashboards, it's the strength of our convictions, the clarity of our intentions, the vitality of our values. When the environment is in turmoil, it's these values that provide our stability, our bearings, our anchorage.
Vision is not a distant horizon, it's a source of renewable energy, to be drawn from our deepest commitments.
And you, how do you nurture hope in the transitions you face?

21/05/2025

THE ELEGANCE OF SIMPLICITY
Like a masterful brushstroke or a fluid ballet movement, sociocracy is based on a few simple, almost self-evident rules.
An “empty method”, we say. Empty as in a space for welcoming, listening, creating and collective edification.
And yet, how powerful it is!
Clear, profound, proven processes. An astonishing ability to embrace complexity without getting lost in it. It takes us from where we are to where we want to go, and teaches us the art of edifying together.
Today, the world of organizations is in search of change. We invent, we name, we sometimes convolute. But on closer inspection, the roots are there: in the founding principles of sociocracy, which moves individual and global lines.
Discreet, robust, adaptable, it's making its way.
What if it was time to (re)discover its quiet strength?

28/02/2024

THE LONELINESS OF EXECUTIVES
When we present the sociocratic governance method for running meetings to you executives and managers who want to work cross-functionally, collaboratively and involve their teams, you often say to us: "But what do you bring that's new? That's what meetings are for". So yes, of course you hear your colleagues, attentively in some cases, but in the noise and length of the exchanges, are you really listening to them all? And if, by chance, you do, even when informed by the various opinions, you take your decisions alone and bear sole responsibility for them. The rule has not changed. The first proof of this is that you yourself lead the meetings and debates, which should not be the case. Leading a team or a circle is a different role from that of a circle animator. Secondly, in your decision-making, the regulation within your system has not been able to activate. It's one and the same element that runs the whole thing. True, according to the old management paradigm, you are appointed to your positions to fulfill this mission. But when it comes to the implementation phase, with all the inconveniences caused by the human factor, you realize that certain employees have not felt taken into account. 'And it struggles to move forward'. In fact, the sociocratic method is an active process that's well-honed and very precise. Through objections, it ensures that each employee feels taken into account and has a positive influence on the decision. And when the decision is collective, so is the responsibility. You're no longer alone and isolated in the leadership of ex*****on.

31/01/2024

LIFE IS ODERED AS A WHOLE
Albert Einstein, one of the greatest and most influential scientists of all times and the central figure in the revolutionary reshaping of the scientific understanding of nature did not believe in God, but also not that he did not exist.
‘The most beautiful thing we can experience is the mysterious. It is the source of all true art and science…… A human being is a part of a whole called by us ‘universe’, a part limited in time and space. He experiences himself, his thoughts, and feelings as something separated from the rest…a kind of optical delusion of his consciousness. This delusion is a kind of prison for us, restricted us to our personal desires and to affection for a few persons nearest us. Our task must be to free ourselves from this prison by widening our circle of compassion to embrace all living creatures and the whole of nature in its beauty…. Everything is energy and that is all there is to it. Match the frequency of the reality you want, and you cannot help, but you get that reality.’ (Einstein)

Engineer Gerard Endenburg has applied Einstein’s scientific understanding of nature to reshape the understanding of our living together (including working), our social life. By adding sociocracy social life is ordered as a whole, where every unique human being is included and equivalent in the decision making. No single part can’t be neglected and must have the opportunity to co create in a whole as an ordering of processes. Sociocracy is compatible with Einstein’s theory. Energy and consciousness create our reality.
Those who can’t make the change to a higher level of consciousness, will not make the shift to the new world. You get what you want. Like attracts like.
We are not passive observers but co-creators of our experiences and reality. The power of thoughts and believes shape our reality.
Annewiek Reijmer

08/11/2023

GOVERNANCE
Ukraine, Palestine, Sudan - we're all shaken and affected by the news coming at us from all sides. Powerless, we all ask ourselves the question: but how can we move people towards new ways of living, cooperating and collaborating? So when times get a little more troubled, it may be essential to return to the elementary notion that we are all united by the same laws of life, and that each of our small steps in personal evolution impacts the whole. Holding on to our dreams, aligning ourselves with life, focusing on our perimeter of influence and making choices to exercise our responsibility in our environments - these fundamentals undoubtedly make up the most profitable strategy for serving the whole. We're talking about feeding an egregore. Sociocratic governance in organizations proposes continuous practice, individually and collectively, in making decisions that serve a shared purpose, a common goal. This way of rubbing shoulders with others in the reality of everyday life and the field enables adaptation, serves life and therefore evolution. Why not try it out in your company?

11/10/2023

CHOOSING BETWEEN TWO EVILS
Most people think in terms of right and wrong, good and evil. God is the power of good and the devil of evil. People forget that there are two evils and that good is the way of the middle.
As George Orwell put it: the choice man has is not between good and evil, but between two evils. You can- he said of World War II - let the N***s rule the world: that is evil; or you can fight them with war, which is also evil.
Stories and images from the past show that people used to know about the duality of evil. Greek mythology tells how sailors had to steer their ship precisely through the middle of a strait with a six-headed monster (Scilla) on one side and the monster that devoured ships (Charybdis) on the other.
During Corona, quarrels in associations and splits in families arose over the choice between getting vaccinated or not. And in politics, too, thinking in terms of right and wrong increasingly sets us against each other. Taking a stand is also made easy for us because we can find all kinds of information on the internet.
Our thinking in terms of good and evil is the cause of increasing polarisation.
Sociocratic governance can offer a way out of the dilemma of having to choose between two evils. It is the royal middle between inequality, authoritarian form of governance and equality, everyone talks about everything.
Sociocratic decision-making does not ask whether you are for or against a proposal, but whether you do not object to it. You may have preferred a different decision, but you can live with it. You don't have to convince the other(s) that you are right.
Thinking in terms of right and wrong is not right. It is not correct to say: I am right and have the right opinion, and you are wrong and have the wrong opinion.
The question of who is for or against a decision has a polarising effect. To avoid conflicts and (civil) wars, we will have to learn to look for a way in the middle.

05/07/2023

SOCIOCRATIC SEPARATION
How does one leave a sociocratic organization? You leave as you enter, with a renewed personal and professional life project. Think about it! Are separation, divorce, resignation, dismissal, solutions to our challenges, to our problems? No! They are opportunities to celebrate the path we have taken and to look forward to the future with courage. This is why in sociocratic organizations, conforming the natural law of motion, we organize departures as well as arrivals and we make them moments of celebration, of promotion in the sense of elevation to a higher level of freedom and responsibility. It is obviously necessary to be guided by certified experts to implement this practice in the culture of an organization because, these are important learning moments.

24/05/2023

THE EFFORT IS WORTH IT
Our clients discover through the sociocratic method a more collective management of their work teams. The members learn, among other things, to resolve their egotistical resistances with regard to the common goal.
The traditional way is to spend a lot of time looking for solutions alone, to generate main ideas and also satellite ideas (secondary and third ones) that one holds on to and defends as a personal, egotistical production. This leads to wanting to convince the other, to oppose oneself, and often to impose personal criteria based on one's own authority.
The innovative alternative is based on the principles of cooperation.
One of the interests of more cooperative management is that the primary ideas of each member are taken up in the problem-solving process. By pooling these primary ideas (1 or 2 ideas per member), the team not only saves time (everyone thinks at the same time) but also increases the quality of the ideas generated because the team instantly sees the best of each member emerge. The team becomes more efficient and more objective, which also tends to ensure the commitment of each member to the common project. The ownership of the common project and the belonging to the team are strengthened.
Of course, changing management and learning to cooperate in order to work collectively requires some training. But our clients say that the investment is worth the effort.

11/05/2023

A HISTORY OF FLUX
Nothing is constant except change. Everything is made and unmade without our knowledge according to the principle of entropy-negentropy (energy of order and chaos). We are in spite of ourselves and our fears in the drum of the machine. So to offer less resistance to the movement, we must take pace in these flows.
Two paths can be considered when everything is moving and we do not yet understand the direction in which life is taking us. Two ways to gain freedom and responsibility and to put ourselves in self-safety:
1 - Include ourselves in a larger whole by changing scale
Trying to understand situations from our human and individual scale (temporal and cognitive) leaves many questions unanswered and we suffer. It is only by working on the posture of the observer who embraces complexity that we can perceive the signs of what is being built and gain freedom of interconnection, interaction and choice.
2 - Ensure the flow of giving and receiving
We are equivalent in terms of our usefulness to life, to the systems we support. Working jointly on assertiveness and resilience leads to carefully nurturing the responsibility we have towards ourselves, other people and the systems we choose to serve.
Sociocratic circular governance is an engineering that allows us to question each other and to move in equivalence on these issues of adaptation and individual, collective, organizational and social development.

12/04/2023

YOU CAN’T BE A LITTLE BIT PREGNANT
Sociocracy is a very effective way to get the commitment of people and mobilise them. But it often happens that not all of the four basic principles of SCM (Sociocratic Circle organisation Method) are used. Sometimes people don’t have the opportunity to do or they don’t like e.g. its hierarchy. However, when you leave one of the four principles of SCM you can create a perfect autocracy.
SCM is an empty method, that means it doesn’t prescribe content. It doesn’t judge what is a good or a bad decision, structure etc. But it does prescribe four basic principles to respect the universal laws at all levels, micro and macro. Small and big are relative.
A cell in a body has an aim and in connection with others it is a mean to contribute to the aim of an organ, and organs are means to contribute to the aim of an individual, individuals contribute to aims in family, society, organisations, countries, continents, a hierarchy of a finite and unlimited amount of means and aims. A universal ordering of unique entities in a structure to be able to live together. The double links between the levels is a basic principle to create the circularity and together with the other 2 principles, the consent decision making, open elections and information, the entities are equivalent, can maintain the connection and stay attuned.
When an individual, organisation, country etc. doesn’t accept the ongoing hierarchy they don’t want the top circle. The top circle connects an entity with its environment. That can be an organisation with its local society, a city with its region, a country with its continent. This in order to have clear domains of responsibility, where decisions are made by consent.
The relevant environment of e.g. Ukraine is the European continent. The top circle of Ukraine would consist of the leader, Zelensky, one or more representatives from the Country Circle and external members from Europe (e.g. Germany, Poland, Russia) in the field of finance-economics, legal (human rights) and cultural. Together they take care of the development of Ukraine without destroying the development of other countries in Europe. Every country should have a Top circle to stay attuned with its context. Entities not ordered in a hierarchy of aims is like isolated cancer cells in a body. They realise an aim in conflict with the context. Difference and tension is not bad, but when there is no place for equivalent decision making to solve it, it is dangerous.
SCM is not looking if a person, organization, village or country is working well or not. But wonder is there a structure for mutual alignment.

The Sociocracy Group / TSG Global

08/01/2026

31/12/2025

28/05/2025

21/05/2025

28/02/2024

31/01/2024

08/11/2023

11/10/2023

05/07/2023

24/05/2023

11/05/2023

12/04/2023

Adres

Website

Meldingen

Snelkoppelingen

Delen

Type