「釋義」
合弄制是一種自治形式；在合弄制組織中，決策權(quán)交給流動(dòng)團(tuán)隊(duì)和特定角色，而非固定由個(gè)人掌握。合弄制被認(rèn)為是一種"無領(lǐng)導(dǎo)管理方式"，它將公司組織架構(gòu)去中心化，將由人定義工作角色轉(zhuǎn)變?yōu)閲@工作來定義。
「應(yīng)用場(chǎng)景」
在傳統(tǒng)組織中，職位名稱、崗位描述和匯報(bào)關(guān)系組成的復(fù)雜網(wǎng)絡(luò)，讓人搞不清楚到底誰決定什么。在合弄制等新的組織模式下，每個(gè)人都能看到他人承擔(dān)什么角色和責(zé)任。決策程序和規(guī)范也得到精簡：提出方案的人可以直接和相關(guān)人溝通，而不再需要等待層層匯報(bào)。在合弄制組織中，這被稱為“角色碰角色”，意味著信息不會(huì)在管理層級(jí)之間傳遞的過程中被稀釋或誤讀。
In traditional organizations, intricate webs of titles, job descriptions, and reporting relationships can make it difficult to figure out who decides what. In some of the newer models, such as holacracies, everyone can see who holds each role and what people are responsible for. The processes and norms for decision making are streamlined too. Rather than run ideas up the flagpole and wait for answers to come back down, individuals go directly to the people who will be affected. Within holacracies, this is known as “going role to role.” It means that messages are less likely to get watered down or misinterpreted through layers of management.

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《“解散管理層”？自治組織的未來》
伊森·伯恩斯坦，約翰·班奇，尼可·卡納，邁克爾·李
2016年7月刊
“Beyond the Holacracy Hype”
by Ethan Bernstein, John Bunch, Niko Canner, and Michael Lee