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Unveiling Gen Z & Gen Alpha’s Work Motivations: Sociocracy, Holacracy & Teal Management

, April 11, 2024, 0 Comments

work-motivations-marketexpress-inIt is anticipated that Gen Z will make about 27% of the workforce by 2025, and Gen Alpha will follow suit by 2030. These generations bring unique attitudes and expectations to the workplace that have been formed by the turbulent events that have occurred in their immediate surroundings.  Born between the end of the 1990s and the beginning of the 2010s, Gen Z joins the workforce against a backdrop of rising housing costs, rising inflation, pandemic aftereffects, and the threat of an approaching recession. Born between 2010 and 2024, Gen Alpha sees their parents overcoming these obstacles, which shapes their views of the workforce even before they formally enter it. As an alternative, cutting-edge approaches like Sociocracy, Holacracy, and Teal are becoming more popular due to their focus on individual freedom, goal-driven labor, and deconstructed hierarchies. Let’s examine how these approaches fit with the distinct drives of Gen Z and Gen Alpha.

Let’s look through the lens of Sociocracy, Holacracy and Teal Methodologies

Sociocracy: Empowering Participation and Collaboration

Sociocracy, derived from the Greek word “kratos” (power) and the Latin word “socius” (companion), is a framework for decision-making and governance that places a strong emphasis on good communication, equality, and transparency inside businesses. Derived from the Greek word “kratos” (power) and the Latin word “socius” (companion), sociocracy stresses decentralized authority and egalitarian decision-making. Gen Z and Gen Alpha, who cherish inclusivity, teamwork, and the chance to make a significant contribution, identify with this strategy. The goal of sociocracy is to increase member accountability, involvement, and collaboration, which makes organizations more flexible and resilient. Circle architecture, two-way links between circles, and frequent feedback loops to guarantee ongoing progress are essential components of sociocracy.

Key Features:

  • Consent in Making Decisions: Decisions are made according to the concept of consent in a socialist society, as opposed to agreement, unless there are valid objections. This gives people the confidence to express their opinions and worries without worrying about being ignored.
  • Circle Structure: Work is arranged in rings, each of which has a distinct domain and goal. Younger employees benefit from this structure because it facilitates open communication and decision-making and gives them a sense of ownership and belonging.
  • Double-Linking: People can join in several circles by double-linking, which promotes information sharing and cross-functional cooperation. Environments that let Gen Z and Gen Alpha explore a range of interests and occupations are conducive to their success.
  • Holacracy: Nurturing Entrepreneurial Spirit and Agility

Holacracy: A self-management style that disperses power and decision-making across an organization is known as holacracy. It was, developed by Brian Robertson, that substitutes self-organizing teams known as “circles” for conventional hierarchical systems. It encourages independence, decentralized leadership, and quick adaptation of qualities that younger generations find appealing.  Instead of using traditional hierarchical ranks, it is centered on the idea of “roles,” with each role having distinct accountabilities and responsibilities. By encouraging individual liberty, innovation, and quick decision-making, holacracy seeks to build a dynamic and adaptable company. Teams function inside clearly defined “circles” or domains in a holacratic organization, where decision-making power is shared throughout roles rather than concentrated in managers or executives.

Key Features:

  • Dynamic Roles: Instead of having set job descriptions, people in a holacracy occupy a variety of jobs according to their interests and skill set. The demand for work freedom among Gen Z and Gen Alpha is aligned with this fluidity, which promotes experimentation and personal growth.
  • Governance Meetings: Regular governance meetings offer a platform for role clarification, conflict resolution, and process updates. Since Gen Z and Gen Alpha place a high importance on honesty and feedback, this open approach promotes a culture of accountability and continual progress.
  • Decentralized Authority: Teams are able to react quickly to opportunities and challenges because decision-making authority is shared among many circles. This decentralization is in line with the desire of younger generations for empowerment and autonomy at work.
  • Teal Methodologies: Cultivating Purpose and Wholeness

Teal Methodologies: Inspired by the book “Reinventing Organizations” by Frederic Laloux, teal organizations function on the tenets of wholeness, self-management, and evolutionary purpose. The desire of Gen Z and Gen Alpha for purposeful employment, personal growth, and overall well-being is catered to by this strategy. Teal organizations are decentralized, with decision-making divided among self-organizing groups or circles, in contrast to conventional hierarchical arrangements. These companies place a high value on personal development, individual liberty, and fulfilling employment, with the goal of establishing environments where staff members feel free to be who they are at work. By supporting behaviors like open communication, shared leadership, and flexible governance procedures, teal approaches promote a climate of trust, cooperation, and creativity. Teal organizations aim to establish purpose-driven work environments that can adapt to changing circumstances and enable their staff members to reach their maximum potential.

Key Features:

  • Self-Management: Teal organizations promote a culture of empowerment and trust by giving self-organizing teams more decision-making authority. Younger workers can take responsibility for their work and pursue projects that are in line with their passions thanks to this autonomy.
  • Wholeness: Teal companies understand how important it is to bring personal goals and beliefs into the workplace. They build workplaces where Gen Z and Gen Alpha feel valued for their originality and are encouraged to bring their complete selves to work by fostering authenticity and emotional intelligence.
  • Evolutionary Purpose: Teal organizations prioritize fulfilling a greater purpose that goes beyond financial measures, as opposed to focusing on profit or market supremacy. Younger generations are particularly drawn to this sense of purpose and contribution, as they place a high value on social effect and work motivated by purpose.


In conclusion, novel approaches to workplace administration that complement the motivators of Gen Z and Gen Alpha are provided by the Sociocracy, Holacracy, and Teal approaches. In the ever-changing modern workforce, firms may foster an atmosphere where younger generations flourish and drive innovation and sustainable growth by adopting the values of collaboration, autonomy, purpose, and holistic well-being. The modern workforce is constantly changing because to globalization, technology breakthroughs, and societal transformations. To address these changes, Sociocracy, Holacracy, and Teal methods provide a blueprint for sustainable growth and innovation. Organizations may effectively traverse these difficulties with agility, resilience, and purpose by implementing structures and principles that are in line with the motivations and goals of Generation Z and Generation Alpha. To put it simply, implementing these approaches is both strategically and morally necessary, its a commitment to building work environments that promote positive social change in addition to financial success.

The tenets of Sociocracy, Holacracy, and Teal methods will continue to be crucial benchmarks for developing cultures of empowerment, cooperation, and and purpose-driven success in the future of work.


  • avluković, V.; Carmer, A.B.; Vujičić, M.D.; Cimbaljević, M.; Stankov, U. Unveiling the Motivational Factors behind Generation Z’s Conference Attendance for Sustaining Future Participation. Sustainability 2023, 15, 13989.
  • Hemlata Agarwal & Pratiksinh S. Vaghela, INC-2018 – National Conference on Innovative Business Management Practices in 21st Century, Faculty of Management Studies, Parul University, Gujarat, India. 21-22 December, 2018.