Circular models of organizing such as holacracy and sociocracy have gained popularity in consulting, and they have spread both into the nonprofit and the business sector. Such models promise not less than a better world of organizing: overcoming hierarchical rigidity, better integrating individuals, increasing commitment, creativity and innovativeness and making the organization more flexible and agile. Yet empirical evidence for circular organizing is more than scare. Therefore, we investigate how 18 organizations from all sectors have implemented these structures and processes, and in particular which factors underpin the sustainability of circular organizing. Elinor Ostrom’s eight design principles to avoid the tragedy of the commons seem to also help circular organizations to prosper. Our findings differentiate between integral and queasy principles, leaving one principle as that of least concern.