1 year as a post-growth practitioner
This past year, I’ve had the privilege of working with the Post Growth Institute (PGI).
I was drawn to the opportunity to see post-growth principles in action. Could systems be built that prioritize equity, well-being, and ecological balance over profit and growth? In a world often dominated by "business as usual" approaches, I wanted to see if it was possible to do things differently.
Over the past year, this question has guided my journey and given me hope that a world where people, companies, and nature thrive together within ecological limits is not just possible but achievable. PGI's work centres on uplifting, co-designing, and modelling approaches that ensure money and power flow equitably through our local communities and the global economy, rather than concentrating at the top.
What is post-growth?
'Post-growth' is a worldview that sees society operating better without the demand of constant economic growth. It proposes widespread economic justice, social well-being, and ecological regeneration, which are only possible when money flows through communities rather than accumulating in the hands of a few.
Post-growth is often compared to degrowth, but the two ideas take different approaches. Degrowth emphasizes reducing consumption and production to address ecological limits, often advocating for scaling back economic activity. Conversely, post-growth is about transforming the systems that drive our economy. It focuses on redesigning how resources are distributed and used to ensure sustainability and fairness without relying on perpetual growth. While degrowth tackles the symptoms of overconsumption, post-growth addresses the underlying structures to create long-term systemic change.
Why do we need a post-growth economy?
Our current economic systems, rooted in capitalism, are built on the idea that endless growth is essential. This notion is reinforced by what we're taught: growth means more jobs, goods, and services, and progress. Without growth, we fear recessions or economic stagnation.
But this constant drive for growth threatens our planet and our survival as a species. The reality is that capitalist systems continually generate expanding debt, creating instability and setting us up for economic crises, while also driving ever-increasing consumption that leads to environmental collapse.
Transitioning to a post-growth economy is one of the most effective ways to address the twin threats of social and ecological breakdown.:
Learnings and insights
Sociocracy and Decision-Making
One of the most impactful aspects of my time with the PGI has been experiencing sociocracy. The organization operates within a sociocratic structure, using 'circles' to decentralize decision-making. This ensures that decisions are made by those closest to the work, which is both empowering and effective.
At first, the idea of sociocracy seemed abstract, but seeing it in practice quickly changed that. For instance, proposals always start with clarity: a shared understanding of why the action is needed and how it aligns with our mission. From there, we collaboratively draft proposals, often iterating in real-time to ensure everyone's perspective is included. It's an open and transparent process that values collective wisdom over hierarchy.
We also celebrate objections as a way to uncover blind spots or refine ideas further. Rather than being seen as blockers, objections are welcomed as growth opportunities. Decisions only move forward when everyone consents, meaning no one has a reasoned objection. This process fosters trust, adaptability, and alignment with our shared values. Through sociocracy, I've learned that decision-making doesn't have to be rushed or dominated by a few voices. Instead, it can be a thoughtful, inclusive process that reflects the group's collective wisdom.
Asset-based communications
The PGI also taught me the power of asset-based communication. This approach begins by acknowledging what works before addressing challenges, and this simple reframing creates a constructive and optimistic foundation for dialogue and action.
This required a deep unlearning for me, as I had been conditioned to use a "sh*t sandwich" approach, whereby I would pack the constructive feedback in between two pieces of positive feedback. This is why the asset-based approach must be genuine. When practised authentically, it fosters connection and trust. But when it veers into 'toxic positivity,' it can feel dismissive. Recognizing the somatic responses in our bodies can help us discern whether positivity is genuine or a bit forced. Asset-based communication is activism in action. It reconnects us with collective truths and inspires action through hope rather than fear.
Transparency and participatory budgeting
At the PGI, transparency isn't just a value but a practice. Through participatory budgeting, the organization balances individual financial needs with collective capacity. This includes:
Self-Defined Wages: Team members discuss their financial needs with the Director of Personnel and Finance Circle. Rates are set collaboratively, balancing individual needs with organizational capacity.
Open Budget and Books: The team can access the budget and books, fostering a culture of openness and accountability.
While transparency builds trust, it also requires care, particularly around sensitive topics such as salaries. This practice challenges traditional hierarchies, emphasizing collective decision-making over top-down mandates. At the PGI, transparency isn’t just a value; it’s a practice. Through participatory budgeting, the organization balances individual financial needs with collective capacity. This includes:
Regenerative operations
One of PGI's most inspiring practices is embedding care and relationality into its operations. Every meeting and interaction reflects this commitment. For example:
Meetings begin with grounding exercises or meditations to help participants centre themselves.
Unrushed check-in prompts ensure everyone feels heard and welcomed.
A "letter system" in virtual meetings ('Q' for questions, 'F' for follow-ups, 'C' for comments) ensures equitable participation.
Meetings end with three reflective questions:
What does everyone need to feel supported?
Any learnings or proposed improvements?
Any appreciations to share?
These practices operationalize care, creating spaces where people feel valued and connected.
Reflections
This year has taught me that post-growth isn't just a theory but a way of being. Whether through decision-making, communication, budgeting, or daily operations, the PGI exemplifies how organizations can live their values.
On a personal level, one of my biggest reflections is how much better it feels on a somatic level (in my body) to show up and embody post-growth principles in the spaces and places I occupy. It's been invigorating to apply what I've learned from the PGI in other spaces and communities, seeing the relief on someone's face who has just come from a slew of back-to-back meetings and realizing they can actually take a couple of minutes to breathe before launching into the meeting objectives. Or how much better it feels to reach a shared decision with colleagues where everyone has an equal voice and contribution.
Working with the PGI has honestly felt like a much-needed exhale. It's changed the way I think about work, and I'm excited that I've only just begun my journey as a post-growth practitioner.