Teal organizations
The document discusses new paradigms for organizing in the 21st century beyond traditional models of organizations as machines or families. It proposes that organizations should be viewed as living systems that have the innate ability to sense and adapt to their environment. The organization as a living system paradigm involves three principles: self-management, wholeness, and evolutionary purpose. Self-management involves giving all employees the power necessary for their jobs without a traditional hierarchy and promoting conflict resolution and decision-making skills. Wholeness means allowing employees to bring their full selves to work and respecting human needs. Evolutionary purpose means organizations should find their own path forward by listening to their purpose rather than being controlled externally.
Teal organizations
- 1. Organizing in the 21st century Towards a new paradigm
- 2. Two existing paradigms The organization as machine The organization as family
- 3. The organization as living system
- 4. The organization as living system Living systems have the innate capacity to sense changes in their environment and to adapt from within Source: Frederic Laloux, Reinventing Organisations (2014)
- 5. 3 principles: • Self-management • Wholeness • Evolutionairy purpose Source: Frederic Laloux, Reinventing Organisations (2014)
- 6. Self-management • No hierarchy/control, or consensus but… • Everyone has the level of power necessary for their job • Clear structures • Capacity building for conflict resolving and decision- making • No functions but roles • Transparancy Source: Frederic Laloux, Reinventing Organisations (2014)
- 7. Wholeness • In many organizations people are ‘surviving’, but... • Take your professional masks off • Show your whole self with all your human traits • The workplace respects the human scale • Wholeness and diversity: masculine and feminine, reason and intuition Source: Frederic Laloux, Reinventing Organisations (2014)
- 8. Evolutionairy purpose • The organization is not a holding or a collection of people, but... • The organization has its own evolutionary purpose • Listen to what it wants to become • Follow the natural development Source: Frederic Laloux, Reinventing Organisations (2014)
- 9. Which basic assumptions do we have? • Workers are lazy. If they are not watched, they will not work diligently. • Workers work primarily for money. • Workers are not capable of making good decisions about important matters that affect the economic performance of the company. Bosses are good at making these decisions. • Workers put their own interest ahead of what is best for the organization. They are selfish. • Workers need care and protection, just as children need the care of their parents. • Workers need to be told what to do, when to do it, and how to do it. Bosses need to hold them accountable. • Managers are out there to control workers. • Managers are motivated by promotion and bonuses. • Managers don’t know what’s happening in the organisation. • Managers work primarily for money. • Managers are egoistic and selfish. • Managers only look at the short term. • Managers need to have all information in order to make good decisions. Source: Frederic Laloux, Reinventing Organisations (2014)
- 10. Which assumption do you have yourself? • Fear, control, scarcity Or • Abundance, trust
- 13. “There are not problems waiting to be solved but potential waiting to be unfolded” * “It will be painful” “Work with people who are ready for it” *Source: Frederic Laloux, Reinventing Organisations (2014)
- 14. Contact me for more information or start a conversation E-mail: m.sturm@salineadvies.nl Phone: +31 6 22614208
- 15. A few people can build a bridge that can be walked on by many