Market/en/Portal:Soft-Transmission/Main: Difference between revisions

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{{KidsIntro|Some organizations have one leader or a small group in charge. When they leave suddenly, it can be hard to find new people. This page explains how to teach people leadership slowly, so someone is always ready to take over.}}

{{ExpertIntro|We are heading towards a reconceptualization of organizational succession in non-profits, where gradual documented handovers replace crisis-driven transitions. This hypothesis proposes that distributing leadership responsibilities across a recognized pool of contributors, combined with planned mentorship phases (discover, steer, transmit), can balance stability and renewal. The emerging trend suggests shared leadership frameworks yield organizational outcomes comparable to centralized models while reducing vulnerability to sudden departures.}}

This page is the landing page of the '''Soft Transmission''' portal (Market space, for associations and organisations with participatory governance). It gathers a short synthesis, the explanations, and a model contract (an amendment to the statutes) presented clause by clause.

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* loss of memory about responsibilities when people leave.

The [[w:en~~:Organizational studies|~~sociology of organisations]] documents these tensions between stability and renewal. The proposed agreement starts from the hypothesis that a gradual and documented transmission could turn succession into a habit rather than a crisis, while preserving stability where it is useful.

The [https://en.wikipedia.org/wiki/Organizational_theory sociology of organisations] documents these tensions between stability and renewal. The proposed agreement starts from the hypothesis that a gradual and documented transmission could turn succession into a habit rather than a crisis, while preserving stability where it is useful.

'''Scientific abstract (one page).''' Non-profit and limited-profit organisations face a recurring governance problem: leadership concentrated in one person or a small team, followed by abrupt departure, resignation waves, and difficulty renewing the teams. The research literature studies several responses. Work on leadership succession and executive turnover documents the cost of unplanned departures and the value of planned handovers, including in the non-profit sector. Work on shared, distributed and collective leadership shows that leadership can be treated as a social process spread across a team rather than a role held by one individual, and reports that shared leadership can predict team and organisational outcomes at least as well as vertical leadership. Within this family, researchers distinguish several arrangements, including rotated (consecutive) leadership, specialisation by skill, simultaneous enactment, and centralisation. The soft transmission model draws on this state of the art: it does not aim at forced rotation, but at a documented, gradual handover (discover, steer, transmit) combined with stability where it is useful, and at a recognised pool of contributors. A separate page develops this synthesis with standard keywords and verifiable references: see [[Market/en/Portal:Soft-Transmission/Scientific-Study|Scientific study]].

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Related concepts: [[w:en:Governance|Governance]], [[w:en:Nonprofit organization|Non-profit organisation]], [[w:en:Cooperative|Cooperative]].