Editor’s Note: This is the final post in a series of three on dynamic governance, a new way to run either for-profit companies or nonprofit organizations.
Rainbow Community School is a private alternative school in Asheville, North Carolina, serving children from preschool through eighth grade. Lessons and staff meetings begin with centering – giving an opportunity to turn inward to find wisdom and personal power. The school uses positive discipline, an approach that builds self-esteem and empowers children to develop self-control and responsibility.
Although the school has incorporated holistic education throughout its 35-year history, the management hasn’t always been as cohesive as it is today. “When I came in 2007, the school was 30 years old, had been through a low point or two, and was definitely in one of the lower points in its history,” explains Renee Owen, executive director of the school. “It was struggling for a few years, partially from poor management. The board was a managing board and the executive director didn’t have clear power. The board didn’t think the executive director was competent and there was a lot of toxicity.”
Four years ago, a parent urged Owen to look into dynamic governance. “John Buck [consultant and CEO of The Sociocracy Consulting Group] came and did an introduction to dynamic governance for a few of us and we were really intrigued and inspired. We decided to pilot it with the faculty. I couldn’t believe how quickly it transformed everything.”Click to continue reading »