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Reinventing Our Collective Selves « Interaction Institute for Social Change Blog

Reinventing Our Collective Selves « Interaction Institute for Social Change Blog | Consultancy Matters | Scoop.it

Developmental theory is the source of some good healthy discussion within the Interaction Institute for Social Change.  On the one hand, some point out that the notion of “stages of development” has been used to classify and oppress people, especially when theories come from privileged and powerful purveyors, are overly deterministic and linear, and do not account for cultural location and variation. On the other hand, some point to the “empowering” notion of evolution and development that can help liberate people from fixed and mechanistic views of the world and humanity.  I had this all very much in mind as I read Reinventing Organizations by Frederic Laloux.  Laloux brings developmental and so-called “integral theory,” including the work of Ken Wilber, into the palpable realm of organizational practice and through his research, posits an evolutionary trajectory from aggressive (Red) to bureaucratic (Amber) to achievement-oriented (Orange) to culture/empowerment-oriented (Green) to self-actualizing/authentic (Teal) organizations.


Via Cathie Bird
CCM Consultancy's insight:

Laloux highlights three core “contributions” of future organizations:

  1. Emphasis on self-management (self-organization) over fixed hierarchical command and control.
  2. Embrace of wholeness that looks at the fuller spectrum of gifts that people bring to the organization – rationality and intuition, resolution and doubt, head and heart.
  3. Commitment to evolutionary purpose that is endemic to the organization and that is to be collectively “presenced” rather than forced by a single leader.
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Frederic Laloux: ‘there is something in the air’

Frederic Laloux: ‘there is something in the air’ | Consultancy Matters | Scoop.it
It was great to have the opportunity to watch Frederic Laloux talk about his book Reinventing Organisations at the RSA yesterday, although an hour was a frustratingly short...

Via F. Thunus
CCM Consultancy's insight:

The case studies in Laloux’s book are excellent sources of information and inspiration regarding new forms of management, the three key characteristics he sees as indicators of this new approach:

 

  1. Self management : enabling decisions to be taken close to the ground, where they are needed, and by the people who are closest to the issues.
  2. Wholeness : focusing on the whole person, for example by encouraging softer, more intuitive behaviours as well as what Laloux labels classic corporate ‘male’ behaviours; but also focusing on the whole organisation, rather than seeing it as a series of separate functions.
  3. Evolutionary purpose : the idea that an organisation needs to find its purpose and gradually adapt towards it, rather than be driven like a machine.
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Debunking The Myth Of Why Workers Need Managers

Frederic Laloux's book Reinventing Organizations explores the deep details of how organizations the world over have figured out how to succeed by leaving 'management' to the employees

Via Mark Taylor
CCM Consultancy's insight:

Think of an organization that is entirely decentralized, with ad hoc or self-assembling teams. No central administrative body, and few formal leaders. Novel performance reviews and management approaches. And most of all, no hierarchy of jobs.

 

Self-management has been around for years; W.L. Gore, the maker of material products like Gore-Tex, first started exploring self-management principles in the 1950s and their results have been outstanding. Yet, they are still radically different from how the vast majority of businesses operate.

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Mark Taylor's curator insight, December 14, 2014 1:12 PM

Zappos is doing it; AES did it, should you?

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What is a Teal Organization?

What is a Teal Organization? | Consultancy Matters | Scoop.it
A few months ago, at the 2018 ATD Austin Applied Learning Summit, a panelist, Dr. Ryan Schoenbeck, asked the audience whether anyone had heard of Frederic Laloux’s research on Teal organizations.

Via june holley
CCM Consultancy's insight:

Laloux describes humanity as evolving in sudden leaps, or steps. Drawing from the philosopher Ken Wilber’s color-based description of these steps, he describes five stages of human consciousness, and posits that organizations evolve according to these same stages.

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The Audacity of Holacracy

The Audacity of Holacracy | Consultancy Matters | Scoop.it
In Holacracy, Brian J. Robertson proposes we replace the corporate hierarchy with a bossless system.

Via Anat Lechner
CCM Consultancy's insight:

There seems to be a notable increase in proposals aimed at transforming business from a heartless profit mechanism into a force for good that empowers people and enriches lives.

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Are You the "Real You" in the Office?

Are You the "Real You" in the Office? | Consultancy Matters | Scoop.it
Harvard's Robert Kegan on companies that do really personal development.

Via Thomas Faltin
CCM Consultancy's insight:

when people study happiness, there’s another face of happiness that is not just happiness as a state but happiness as a process. And this is more the Aristotelian conception of happiness, the happiness that comes from the experience of your own unfolding, the experience of yourself as a growing and developing person, the experience of yourself as someone who can become a better version of yourself. And that is a very precious kind of income.

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Reinventing Organizations: A Radically Inspiring Way to Work Together - Kevan Lee

Reinventing Organizations: A Radically Inspiring Way to Work Together - Kevan Lee | Consultancy Matters | Scoop.it
…all #Teal Organizations…separate #role from #soul… ~Frederic Laloux #quote https://t.co/5ZwNDSiqXV

Via F. Thunus
CCM Consultancy's insight:

Extraordinary things begin to happen when we dare to bring all of who we are to work.

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A $600 Billion Employee Engagement Problem Solved: Empathy

A $600 Billion Employee Engagement Problem Solved: Empathy | Consultancy Matters | Scoop.it
Today’s workforce is experiencing everything from an alarming skilled labor shortage to an increasing lack of employee engagement that concerns every business – no matter if you’re a startup or a Fortune 100 company. Gallup research shows that the average U.S. employee is unengaged at work.

Via Edwin Rutsch
CCM Consultancy's insight:

There’s no denying, $600 billion in lost productivity is a big number. The way to fight this is with empathy. According to Shanahan, a culture that fosters empathy in the workplace is one of the best ways to create an engaged workforce that combats the loss of productivity and more.

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CCM Consultancy's curator insight, November 25, 2018 12:41 AM

An organization with an engaged workforce has higher employee satisfaction, lower turnover, higher productivity, increased profitability, and higher levels of customer satisfaction and loyalty. a culture that fosters empathy in the workplace is one of the best ways to create an engaged workforce that combats the loss of productivity and more.

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7 Most Important Communication Techniques to Master

7 Most Important Communication Techniques to Master | Consultancy Matters | Scoop.it
Knowing 5-7 communication techniques in the workplace will help your career and success.

Via Daniel Watson
CCM Consultancy's insight:

Strong communication skills are a wonderful skill to have in your arsenal. Great communication skills will help you in every phase of your life. This goes for all of your personal relationships as well as your work partnerships. You will be able to get more of what you want when you communicate well.

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Daniel Watson's curator insight, December 3, 2018 7:23 PM

 

The ability to effectively communicate with those in your team is vital to your future success as a business owner. Poor communication technique, is fortunately a problem which can be easily overcome, with knowledge and practice. This article discusses seven important communication techniques, that all business owners should attempt to master, to ensure that their teams are on the same page as themselves and working productively.

Mw. Enoch's curator insight, December 8, 2018 2:04 AM
People normally communicate but only a few take time to understand if their message is understood.
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Establishing a Culture of Questioning | #ModernEDUcation

Establishing a Culture of Questioning | #ModernEDUcation | Consultancy Matters | Scoop.it

When students are provided consistent opportunities to develop and discuss complex questions, they’re empowered with knowledge, curiosity, and intellectual courage. We can make our classrooms places that encourage students to keep asking questions—which are the foundation of learning.

CREATING A CLIMATE FOR QUESTIONING
Modeling questioning strategies that get all students involved allows students to develop confidence in their own ability to craft meaningful questions and share their responses. We also need to establish classroom procedures for respectful dialogue so that students feel safe in sharing their thinking with their peers.

I indirectly model questioning strategies by carefully considering the questions I ask. I set up the year with a few questions that are then discussed throughout the year. Through seminar discussions and reflective writing in the spring, for example, I use questions such as “How does where you live impact how you live?,” “How do humans continue to progress in a diverse world?,” and “How does constructive conversation cultivate empathy and promote participation in local and global communities?” to discuss content as well as to make connections to the world.

Students consider these questions as they participate in the Spotlight Challenge, a design thinking project I created to facilitate opportunities for students to conduct research, craft speeches, and call their peers to action. Consistently making these connections helps create a climate in which students become accustomed to questioning everything. 

 

Learn more / En savoir plus / Mehr erfahren:

 

https://www.scoop.it/t/21st-century-learning-and-teaching/?&tag=questions

 


Via Gust MEES
CCM Consultancy's insight:

As students learn to generate questions, they also discover that they have the power to inspire progress in their world. Questions can be more important than answers.

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Gust MEES's curator insight, November 7, 2018 1:49 PM

When students are provided consistent opportunities to develop and discuss complex questions, they’re empowered with knowledge, curiosity, and intellectual courage. We can make our classrooms places that encourage students to keep asking questions—which are the foundation of learning.

CREATING A CLIMATE FOR QUESTIONING
Modeling questioning strategies that get all students involved allows students to develop confidence in their own ability to craft meaningful questions and share their responses. We also need to establish classroom procedures for respectful dialogue so that students feel safe in sharing their thinking with their peers.

I indirectly model questioning strategies by carefully considering the questions I ask. I set up the year with a few questions that are then discussed throughout the year. Through seminar discussions and reflective writing in the spring, for example, I use questions such as “How does where you live impact how you live?,” “How do humans continue to progress in a diverse world?,” and “How does constructive conversation cultivate empathy and promote participation in local and global communities?” to discuss content as well as to make connections to the world.

Students consider these questions as they participate in the Spotlight Challenge, a design thinking project I created to facilitate opportunities for students to conduct research, craft speeches, and call their peers to action. Consistently making these connections helps create a climate in which students become accustomed to questioning everything. 

 

Learn more / En savoir plus / Mehr erfahren:

 

https://www.scoop.it/t/21st-century-learning-and-teaching/?&tag=questions

 

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Starting on the Road to Improved Employee Engagement | Engagement content from IndustryWeek

Starting on the Road to Improved Employee Engagement | Engagement content from IndustryWeek | Consultancy Matters | Scoop.it
The road to employee engagement starts with developing employees who think and act like owners, not with lattes in the breakroom.

Via Beth Cudney
CCM Consultancy's insight:

The single most important strategy for driving engagement is for employees to have a strong connection between their work and the organization’s strategy and to recognize that their job is an important part of the organization’s success.

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104 Creativity & Imagination Stimulating Questions via Oskar Cymerman

104 Creativity & Imagination Stimulating Questions via Oskar Cymerman | Consultancy Matters | Scoop.it
What is the shape of water??? Does water even have a shape? Because if it takes the shape of the container it lands in... does that even count? Or do we look at the shape of its molecule and call water bent? The answers are many but let's not get bent out of shape about it. The point is you want to come up with as many answers as possible. That's what makes you more creative. Creative answers. Lots of them. Of course, the more creative the questions the more creative the answers. It's good to have a list you can go off of. But it's better to have an infographic because your brain likes visuals better. Don't believe? Take a peek, enjoy, and get creative!

Via Tom D'Amico (@TDOttawa) , Miloš Bajčetić
CCM Consultancy's insight:

 The more creative the questions the more creative the answers.

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The Costs Of Ignoring Employee Engagement

The Costs Of Ignoring Employee Engagement | Consultancy Matters | Scoop.it

Employers and potential employees both have a responsibility to make sure a position is a good fit. Beyond that, however, a company’s style of management bears a great deal of credit or blame as to whether someone like Fiona ends up a happy and engaged worker, or as just another 9-to-5er going through the motions until quitting time.

But as long as the job gets done, does employee engagement matter? Turns out it does, very much. Gallup did an extensive study of the effect of high employee engagement in 2012. They looked at almost 50,000 businesses that included roughly one and a half million employees in 34 countries and discovered that work organizations that score in the top half of employee engagement have double the odds of success of those in the bottom half. Not only that, but those at the 99th percentile of engagement have four times the success rate.


Via The Learning Factor
CCM Consultancy's insight:

Employers and potential employees both have a responsibility to make sure a position is a good fit. Work organizations that score in the top half of employee engagement have double the odds of success of those in the bottom half. 

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Dan Thompson's curator insight, May 3, 2013 10:57 AM

This articles about how its important for a company to make the workspace a friendly and inviting environment. If a worker feels sad or uncomfortable, they will be significantly less productive. If the environment is inviting and opportunistic, the employee will work extremely better.

The Learning Factor's comment, May 5, 2013 6:09 PM
Your right Dan. Research continues to show a strong correlation between employee engagement and financial performance, even in turbulent financial times. Organisations with high levels of engagement (65% or greater) continue to outperform the total stock market index and posted total shareholder returns 22% higher than average. On the other hand,
companies with low engagement (45% or less) had a total shareholder return that was 28% lower than the average. It is time we take notice of this.
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How to Develop a Business Strategy

How to Develop a Business Strategy | Consultancy Matters | Scoop.it
September is the perfect time to start looking ahead to first quarter 2019. The fall is right time to start thinking about your business goals and then engage your team in developing a new business strategy. Winging it is NOT a strategy, yet too often business owners venture into new markets without a specific target …

Via Daniel Watson
CCM Consultancy's insight:

Before you start looking to the future, you should review your past.

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nigerialisting's curator insight, September 20, 2018 8:05 AM
This is very interesting. It is good to start now to achieve better growth in 2019 
annmaria1924's curator insight, September 21, 2018 3:57 AM
Business plans are an essential business document for start-ups and for existing businesses thinking of expanding or adding new products or services. The plan helps to assure funders that you have a clear path to making your business profitable. Our Business planning training center offers the best business solution for our customers. https://nexstarnetwork.com/what-we-do/leadership-training/business-planning-workshop/
 
Vezta & Co.'s curator insight, October 17, 2018 11:47 AM

 

Winging it, is not a successful way, to effectively develop and grow a sustainable business. A well thought out, and well executed business strategy, can reduce many of the risks taken on by business owners attempting to grow their businesses. This article outlines a simple to follow, six step process, that anyone can use to come up with a viable business strategy to take their business forward to greater success.

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Planting the seeds of new possibilities: the journey that led me to Reinventing Organizations - Enlivening Edge

Planting the seeds of new possibilities: the journey that led me to Reinventing Organizations - Enlivening Edge | Consultancy Matters | Scoop.it
Interview with Frederic Laloux about his journey – inner and outer – to writing the book.

Via june holley
CCM Consultancy's insight:

I had realized that what I loved most about my work at McKinsey were those moments where I would engage with executives in deeply personal conversations, behind closed doors. At the time, these were often just conversations for a few minutes, but in many ways they felt more important to me than thinking about great organizational strategies. These were conversations where executives felt safe enough to drop their mask and enquire into essential questions that they normally never discuss with colleagues.

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Organizational Evolution: Are you ready? - Leadership & Change Magazine

Organizational Evolution: Are you ready? - Leadership & Change Magazine | Consultancy Matters | Scoop.it

This fascinating perspective is painted by Frederic Laloux, a management consultant who quit consulting to research which organizations would energize him (instead of exhaust and disengage). He connects the dots and paints the bigger picture in his book: Reinventing Organizations. We’re approaching our fifth big paradigm change. We and our organizations are already evolving toward the new era…. Self-management, wholeness, and evolutionary purpose seem to be the three key breakthroughs that “new organizations” offer – according to Frederic Laloux.

 

 The organizational stages during human development resembled wolf packs (tribal phase), armies (agrarian phase), machines (industrial age), and families (post-modern information age).What’s next? We’re on the brink of the fifth major leap in human development. Will we evolve to the Authentic Age, or the Integral Age? We long to self-manage, to be WHO we are at work (not just the narrow rational, masculine, professional ego side of ourselves) and to find an evolutionary purpose (why are we here, contributing to this organization’s purpose that makes a difference in the world?).


Via David Hain, Ron McIntyre
CCM Consultancy's insight:

"There’s something broken in how we run organizations today. Polls about happiness at work show that 60-75% of people are disengaged. Many professionals are tired of the rat race, tedious budget circles, office politics, cubicles, being controlled and feeling limited. They wonder: how’s what I’m doing serving a better world? Or: how’s my job helping me develop my unique talents? Well, at least it pays the rent… but I’m so tired/stressed/bored… (fill in the blanks). Isn’t it time for Organizational Evolution?"

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David Hain's curator insight, May 5, 2017 5:51 AM

Good summary of Fred Laloux's work on the future of organisations in this excellent online magazine from @MarcelaBremer.

Ron McIntyre's curator insight, May 5, 2017 10:15 AM

Thanks for sharing David Hain.

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Sir Ken Robinson: How to Create a Culture For Valuable Learning | MindShift | KQED News

Sir Ken Robinson: How to Create a Culture For Valuable Learning | MindShift | KQED News | Consultancy Matters | Scoop.it

The real principle on which human life is based is organic growth and development,” Robinson said. It’s based on the need to invent your own life.” But the education system is not set up to allow for that kind of organic development, although Robinson acknowledges that many educators are doing their best to protect this form of learning. “They’re doing wonderful work because they believe in kids and the work, but they’re doing it against a headwind,” he said.

Part of the problem is the multitude of opinions and lack of clarity on exactly what it is an education should do. Debates about how to improve education will continue to rage because at a fundamental level participants don’t agree about why (or if) kids should go to school. Robinson firmly believes that creativity is a central element of what sets humans apart from other forms of life on earth and so educators’ mission should be to bring out the unique creative energy within each child.

Robinson believes education is “to enable students to understand the world around them, and the talents within them, so that they can become fulfilled individuals and active, compassionate citizens.” He doesn’t deny that learning information about the world is important, but he says it’s equally important for students to understand their own talents, motivations and passions if they are going to lead lives that satisfy them. The current system of conformity and compliance leaves no space for this type of self-exploration.

 

Learn more / En savoir plus / Mehr erfahren:

 

https://www.scoop.it/t/21st-century-learning-and-teaching/?&tag=Sir+Ken+Robinson

 


Via Gust MEES
CCM Consultancy's insight:

“The real principle on which human life is based is organic growth and development,” Robinson said. It’s based on the need to invent your own life.”

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Gust MEES's curator insight, November 11, 2018 11:43 AM

The real principle on which human life is based is organic growth and development,” Robinson said. It’s based on the need to invent your own life.” But the education system is not set up to allow for that kind of organic development, although Robinson acknowledges that many educators are doing their best to protect this form of learning. “They’re doing wonderful work because they believe in kids and the work, but they’re doing it against a headwind,” he said.

Part of the problem is the multitude of opinions and lack of clarity on exactly what it is an education should do. Debates about how to improve education will continue to rage because at a fundamental level participants don’t agree about why (or if) kids should go to school. Robinson firmly believes that creativity is a central element of what sets humans apart from other forms of life on earth and so educators’ mission should be to bring out the unique creative energy within each child.

Robinson believes education is “to enable students to understand the world around them, and the talents within them, so that they can become fulfilled individuals and active, compassionate citizens.” He doesn’t deny that learning information about the world is important, but he says it’s equally important for students to understand their own talents, motivations and passions if they are going to lead lives that satisfy them. The current system of conformity and compliance leaves no space for this type of self-exploration.

 

Learn more / En savoir plus / Mehr erfahren:

 

https://www.scoop.it/t/21st-century-learning-and-teaching/?&tag=Sir+Ken+Robinson

 

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Reinventing Our Collective Selves « Interaction Institute for Social Change Blog

Reinventing Our Collective Selves « Interaction Institute for Social Change Blog | Consultancy Matters | Scoop.it

Developmental theory is the source of some good healthy discussion within the Interaction Institute for Social Change.  On the one hand, some point out that the notion of “stages of development” has been used to classify and oppress people, especially when theories come from privileged and powerful purveyors, are overly deterministic and linear, and do not account for cultural location and variation. On the other hand, some point to the “empowering” notion of evolution and development that can help liberate people from fixed and mechanistic views of the world and humanity.  I had this all very much in mind as I read Reinventing Organizations by Frederic Laloux.  Laloux brings developmental and so-called “integral theory,” including the work of Ken Wilber, into the palpable realm of organizational practice and through his research, posits an evolutionary trajectory from aggressive (Red) to bureaucratic (Amber) to achievement-oriented (Orange) to culture/empowerment-oriented (Green) to self-actualizing/authentic (Teal) organizations.


Via Cathie Bird
CCM Consultancy's insight:

Laloux highlights three core “contributions” of future organizations:

  1. Emphasis on self-management (self-organization) over fixed hierarchical command and control.
  2. Embrace of wholeness that looks at the fuller spectrum of gifts that people bring to the organization – rationality and intuition, resolution and doubt, head and heart.
  3. Commitment to evolutionary purpose that is endemic to the organization and that is to be collectively “presenced” rather than forced by a single leader.
more...
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The Future of Management Is Teal

The Future of Management  Is Teal | Consultancy Matters | Scoop.it

Many people sense that the way organizations are run today has been stretched to its limits. In survey after survey, businesspeople make it clear that in their view, companies are places of dread and drudgery, not passion or purpose. Organizational disillusionment afflicts government agencies, nonprofits, schools, and hospitals just as much. Further, it applies not just to the powerless at the bottom of the hierarchy. Behind a facade of success, many top leaders are tired of the power games and infighting; despite their desperately overloaded schedules, they feel a vague sense of emptiness. All of us yearn for better ways to work together — for more soulful workplaces where our talents are nurtured and our deepest aspirations are honored.

The premise of this article is that humanity is at a threshold; a new form of organization is emerging into public view. Anthropological research suggests that this is a natural next step in a process that began more than 100,000 years ago. There have been, according to this view, at least five distinct organizational paradigms in human history. Could the current organizational disillusionment be a sign that civilization is outgrowing the current model and getting ready for the next?

A number of pioneering organizations in a wide variety of sectors — profit and nonprofit — are already operating with significantly new structures and management practices. They tend to be successful and purposeful, showing the promise of this emerging organizational model. They show how we can deal with the complexity of our times in wholly new ways, and how work can become a place of personal fulfillment and growth. By contrast, they make most of today’s organizations look painfully outdated.

A History of Organizational Paradigms

In describing the pattern of organizational evolution, I draw on the work of a number of thinkers in a field known as “developmental theory.” One of its basic concepts is the idea that human societies, like individuals, don’t grow in linear fashion, but in stages of increasing maturity, consciousness, and complexity. Various scholars have assigned different names to these stages; philosopher Ken Wilber uses colors to identify them, in a sequence that evokes the light spectrum, from infrared to ultraviolet. I borrow his color scheme as a convenient way to name the successive stages of management evolution (see Exhibit 1).

 

Around 10,000 years ago, humanity started organizing itself in chiefdoms and proto-empires. With this shift away from small tribes, the meaningful division of labor came into being — a breakthrough invention for its time. With it came the first real organizations, in the form of small conquering armies. These organizations, which in integral theory are labeled Red, are crude, often violent groups. People at this stage of development tend to regard the world as a tough place where only the powerful (or those they protect) get their needs met. This was the origin of command authority. The chief, like the alpha male in a wolf pack, needs to constantly inspire fear to keep underlings in line, and often relies on family members in hopes that they can be trusted. Today’s street gangs, terrorist groups, and crime syndicates are often organized along these lines.

Starting around 4000 BC in Mesopotamia, humanity entered the Amber age of agriculture, state bureaucracies, and organized religion. Psychologically, this leap was enormous: People learned to exercise self-discipline and self-control, internalizing the strong group norms of all agricultural societies. Do what’s right and you will be rewarded, in this life or the next. Do or say the wrong things, and you will be excommunicated from the group.

RELATED STORYELLEN LANGER ON THE VALUE OF MINDFULNESS IN BUSINESSby Art Kleiner

All agrarian societies are divided into clearly delineated castes. They thrive on order, control, and hierarchy. In organizations, the same principles characterize the Amber stage. The fluid, scheming wolf pack–like Red organizations give way to static, stratified pyramids. The Catholic Church is an archetypal Amber organization, complete with a static organization chart linking all levels of activity in lines and boxes, from the pope at the top to the cardinals below and down to the archbishops, bishops, and priests. Historically, the invention of formal roles and hierarchies was a major breakthrough. It allowed organizations to scale beyond anything Red society could have contemplated. Amber organizations produced the pyramids, irrigation systems, cathedrals, the Great Wall of China, and other structures and feats that were previously unthinkable. They also considerably reduced violence; a priest whose role is defined by a box in an organization chart doesn’t scheme to backstab a bishop who shows a sign of weakness. A second breakthrough was the invention of stable, replicable processes, such as the yearly cycle of planting, growing, and harvest in agriculture.

Today, this hierarchical and process-driven model is visible in large bureaucratic enterprises, many government agencies, and most education and military organizations. In Amber organizations, thinking and execution are strictly separated. People at the bottom must be instructed through command and control. In today’s fast-changing, knowledge-based economy, this static, top-down conception of management has proven to be inefficient; it wastes the talent, creativity, and energy of most people in these organizations.

Starting with the Renaissance, and gaining steam with the Enlightenment and the early Industrial Revolution, a new management concept emerged that challenged its agrarian predecessor. In the Orange paradigm, the world is no longer governed by absolute, God-given rules; it is a complex mechanism that can be understood and exploited through scientific and empirical investigation. Effectiveness replaces morality as the yardstick for decision making: The best decision is the one that begets the highest reward. The goal in an Orange organization is to get ahead, to succeed in socially acceptable ways, and to best play the cards one is dealt. This is arguably the predominant perspective of most leaders in business and politics today.

The leap to Orange coincided with three significant management breakthroughs that gave us the modern corporation. First was the concept of innovation, which brought with it new departments such as R&D, product management, and marketing, as well as project teams and cross-functional initiatives. Second wasaccountability, which provided leaders with an alternative to commanding people: Give people targets to reach, using freedom and rewards to motivate them. This breakthrough, sometimes called management by objectives, led to the creation of modern HR practices, budgets, KPIs, yearly evaluations, bonus systems, and stock options. Third was meritocracy, the idea that anyone could rise to any position based on his or her qualifications and skills — a radical concept when it appeared.

The transition to Orange brought a new prevailing metaphor. A good organization is not a wolf pack or army, but a machine. Corporate leaders adopted engineering terms to describe their work: they designed the company, using inputs and outputs, information flows, and bottlenecks; they downsized the staff and reengineered their companies. Most large, mainstream publicly listed companies operate with Orange management practices.

In just two and a half centuries, these breakthroughs have generated unprecedented levels of prosperity, added decades to human life expectancy, and dramatically reduced famine and plague in the industrialized world. But as the Orange paradigm grew dominant, it also encouraged short-term thinking, corporate greed, overconsumption, and the reckless exploitation of the planet’s resources and ecosystems. Increasingly, whether we are powerful leaders or low-ranking employees, we feel that this paradigm isn’t sustainable. The heartless and soulless rat race of Orange organizations has us yearning for more.

Postmodernity brought us another world view. The Green stage stresses cooperation over competition and strives for equality, solidarity, and tolerance. Historically, this perspective inspired the fights for the abolition of slavery, and for gender equality, and today it helps combat racism, homophobia, and other forms of discrimination. Green organizations, which include many nonprofits as well as companies such as Southwest Airlines, Starbucks, and the Container Store, consider social responsibility the core of their mission. They serve not just shareholders but all stakeholders, knowing that this often results in higher costs in the short term, but better returns in the end.

Green leaders have championed the soft aspects of business — investing in organizational culture and values, coaching, mentoring, and teamwork — over the hard aspects of strategy and budgeting so prized in Orange. Family is their metaphor; everyone’s voice should be heard and respected. You can’t treat knowledge workers like cogs in a machine. Empowerment and egalitarian management are among the breakthroughs they introduced.

Practice shows, alas, that empowerment and egalitarian management are hard to sustain. Efforts to make everyone equal often lead to hidden power struggles, dominant actors who coopt the system, and organizational gridlock. Green companies, universities, and organizations that take egalitarianism too far have tended to bog down in debate and factionalism. Successful Green companies maintain a careful balance: taming the traditional hierarchy through constant investment in training and culture; reminding leaders and managers to wield their power carefully; and raising the skills of people on the front lines.

All of these organizational paradigms coexist today. In any major city one can find Red organizations (entities at the fringes of the law), Amber organizations (public schools and other government entities), Orange organizations (Wall Street and Main Street companies), and Green organizations (values-driven businesses and many nonprofits). Look closely at how an organization operates — its structure, leadership style, or any core management process — and you can quickly guess the dominant paradigm. Take compensation, for example: How are people rewarded? In a Red company, the boss shares the spoils as he or she pleases, buying allegiance through reward and punishment. In Amber organizations, salaries are tightly linked to a person’s level in the hierarchy (“same rank, same pay”) and there are no incentives or bonuses. Orange companies offer individual incentives to reward star performers, while Green companies generally award team bonuses to encourage cooperation.

Today, in small but increasing numbers, leaders are growing into the next stage of consciousness, beyond Green. They are mindful, taming the needs and impulses of their ego. They are suspicious of their own desires — to control their environment, to be successful, to look good, or even to accomplish good works. Rejecting fear, they listen to the wisdom of other, deeper parts of themselves. They develop an ethic of mutual trust and assumed abundance. They ground their decision making in an inner measure of integrity. They are ready for the next organizational paradigm. Its color is Teal.

The Nature of Teal

In 2012, I set out to find some examples of Teal organizations and describe the factors that set them apart. To qualify, an organization had to employ a minimum of 100 people and had to have been operating for a minimum of five years in ways that were consistent with the characteristics of a Teal stage of human development.

After screening a great number of organizations, I focused on 12, selecting those that were most advanced in reinventing management structures and practices. (See “Examples of Teal Management,”  where ten are listed; the other two, AES and BSO/Origin, reverted back to more traditional management practices after a change of CEO or ownership). I was struck by the diversity of these organizations. They include publicly held and privately held for-profit corporations along with nonprofits in the consumer products, industrial, healthcare, retail, and education industries. Typically, the leaders of these companies didn’t know about one another. They often thought they were the only ones to be so foolhardy as to rethink their management practices in fundamental ways. Yet, after much trial and error, they came up with strikingly similar approaches to management. It seems that a coherent new organizational model is emerging.

Examples of Teal Management

Buurtzorg: a Netherlands-based healthcare nonprofit, profiled in this article.

ESBZ: a publicly financed school in Berlin, covering grades seven to 12, which has attracted international attention for its innovative curriculum and organizational model.

FAVI: a brass foundry in France, which produces (among other things) gearbox forks for the automotive industry, and has about 500 employees.

Heiligenfeld: a 600-employee mental health hospital system, based in central Germany, which applies a holistic approach to patient care.

Morning Star: a U.S.-based tomato processing company with 400 to 2,400 employees (depending on the season) and a 30 to 40 percent share of the North American market. (If you have eaten pizza or spaghetti sauce in the U.S., you have probably tasted a Morning Star product).

Patagonia: a US$540 million manufacturer of climbing gear and outdoor apparel; based in California and employing 1,300 people, it is dedicated to being a positive influence on the natural environment.

Resources for Human Development (RHD): a 4,000-employee nonprofit social services agency operating in 14 states in the U.S., providing services related to addiction recovery, homelessness, and mental disabilities.

Sounds True: a publisher of multimedia offerings related to spirituality and personal development, with 90 employees in the United States.

Sun Hydraulics: a maker of hydraulic cartridge valves and manifolds, with factories in the U.S., the U.K., Germany, and Korea employing about 900 people.

Holacracy: a management system first developed at the Philadelphia-based software company Ternary, which has been adopted by a few hundred profit- and not-for-profit organizations around the world, most famously by Zappos.

Source: Frederic Laloux, Reinventing Organizations (Nelson Parker, 2014)

Like previous leaps to new stages of management, the new model comes with a number of important breakthroughs:

• Self-management. Teal organizations operate effectively, even at a large scale, with a system based on peer relationships. They set up structures and practices in which people have high autonomy in their domain, and are accountable for coordinating with others. Power and control are deeply embedded throughout the organizations, no longer tied to the specific positions of a few top leaders.

• Wholeness. Whereas Orange and Green organizations encourage people to show only their narrow “professional” selves, Teal organizations invite people to reclaim their inner wholeness. They create an environment wherein people feel free to fully express themselves, bringing unprecedented levels of energy, passion, and creativity to work.

• Evolutionary purpose. Teal organizations base their strategies on what they sense the world is asking from them. Agile practices that sense and respond replace the machinery of plans, budgets, targets, and incentives. Paradoxically, by focusing less on the bottom line and shareholder value, they generate financial results that outpace those of competitors.

Changing Paradigms at Buurtzorg

Buurtzorg, a large Dutch nursing care provider, is a good example of an organization running with Teal management structures and practices. Since the 19th century, every neighborhood in the Netherlands has had a local nurse who makes home visits to care for the sick and the elderly. These nurses operated largely autonomously until the early 1990s. Then, to maximize efficiency and reduce costs, the government created incentives for care-giving agencies to merge into larger enterprises.

The new agencies, most of which were private companies, gravitated toward an Orange paradigm. Seeking to minimize downtime and allocate staff flexibly, they set up centralized call centers; instead of calling their nurse personally, clients now had to dial the center. Planners were hired to devise daily visiting schedules that minimized travel times. The agencies instituted time standards: 10 minutes for intravenous injections, 15 minutes for bathing, and 2.5 minutes for changing a compression stocking. Barcode stickers, placed on patients’ front doors, tracked the nurses’ progress so central managers could analyze their efficiency. As these organizations consolidated, they added more layers of management, all with the intention of increasing efficiencies and squeezing out costs.

The outcome has been distressing to patients and nurses alike. Clients, who are often elderly, have to cope with new faces in their home at every visit. They must repeat their medical histories to hurried nurses who have no time allotted for listening. The nurses, for their part, find these working conditions degrading. They know they should spend more time trying to understand the changing conditions of their patients, but they simply can’t. The whole system is prone to errors, conflicts, and complaints.

Buurtzorg (the name means neighborhood care in Dutch) was founded in 2006 by Jos de Blok, who had experienced these problems firsthand, as a nurse for 10 years and then as a manager. His new organization is extraordinarily successful, having grown from four to 9,000 nurses in its first eight years and achieving outstanding levels of care. He set up the company as a self-managing enterprise. Nurses work in teams of 10 to 12, each team serving around 50 patients in a small, well-defined neighborhood.

Buurtzorg has a distinctive outlook on the nature of care. Its purpose is not to give shots and change bandages as efficiently as they can, but to help its patients live, as much as possible, a rich and autonomous life. Nurses regularly sit down for coffee with their patients. They help them structure their own support networks and reach out to families and neighbors. Patients see the same one or two nurses all the time, and often form deep bonds of trust and intimacy with them.

Buurtzorg’s purpose is not to give shots and change bandages efficiently but to help elderly patients live a rich and autonomous life.

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Clients and nurses love Buurtzorg. Only eight years after its founding, its market share has reached 60 percent. Financially, the results are stellar, too. One 2009 study found that Buurtzorg requires, on average, only 40 percent of the care hours needed by a more conventional approach, because patients become self-sufficient much faster. Emergency hospital admissions have been cut by a third, and the average hospital stay of a Buurtzorg patient is shorter. It’s estimated that the Dutch social security system would save $2 billion per year if the entire home-care industry adopted Buurtzorg’s operations model.

Self-Management and Its Misconceptions

Buurtzorg’s 9,000 employees operate entirely with self-managing practices. Local teams of 10 to 12 nurses decide which patients to serve, how to allocate tasks, where to rent offices, how to integrate with the local communities, which doctors and pharmacies to work with, and how to collaborate with nearby hospitals. They monitor their own performance and take corrective action if productivity drops. Teams don’t have team leaders; management tasks are spread across the members, all of whom are nurses.

One common misconception about self-management is that everyone is equal and decisions are made by consensus, which requires endless meetings. The truth is very different. Self-management requires a whole set of interlocking structures and practices, so that decision rights and power flow to any individual who has the expertise, interest, or willingness to step in to oversee a situation. Fluid, natural hierarchies replace the fixed power hierarchies of the pyramid. This requires explicit training. At Buurtzorg, all new team members take a course called Solution-Driven Methods of Interaction, learning sophisticated listening and communication skills, techniques for running meetings and making decisions, and methods of coaching one another and providing perspective.

You might assume that all this is managed through staff functions — the source of capability and power in many Orange and Green organizations. But Buurtzorg’s 9,000 nurses are supported by fewer than 50 staff people. The nurses do their own recruiting and purchasing, contracting for specialized medical or legal expertise when needed. They align with the larger organization not through rules and procedures, but through the collaboration methods they learned. A powerful internal social network allows them to draw on guidance and medical expertise from fellow nurses in other parts of the country, many of whom they’ve never met.

The Embrace of Wholeness

In Amber, Orange, and Green organizations, people typically show up wearing a mask: the bishop’s robe, the doctor’s white coat, and the executive’s suit all embody subtle, but real, expectations. Leaders fear that if people brought all of themselves to work — their moods, quirks, deepest aspirations, and uncertainties — things would quickly fall into disorder. Most people adopt an air of resolution and determination, favoring their masculine, rational selves. It feels unsafe to reveal the caring, inquiring, intuitive, and spiritual aspects of the self, or to express a desire for meaning. Many of us end up disowning some fundamental aspects of our selves. When an organization feels lifeless, is it because we bring so little life to work?

Teal organizations start from the premise, resonant with many wisdom traditions, that a person’s deepest calling is to achieve wholeness. These organizations engender vibrant workspaces and practices where trust flourishes. People feel they can truly be themselves. Simple management practices foster a sense of personal connection. At Patagonia’s headquarters in Ventura, Calif., for example, the company maintains a child development center for employees’ preschoolers. Children’s laughter and chatter are regularly heard; kids visit their parents’ desks, join adults for lunch at the cafeteria, and run around in the playground outside. One sometimes sees a mother nursing her child during a meeting. At another Teal company, Sounds True, people regularly bring their dogs to work. Meetings often take place with two or three dogs lying at people’s feet. Having children and animals present tends to reconnect people with deeper parts of themselves; they see one another not only as colleagues, but as part of a common humanity.

One harbinger of the rise of consciousness in the business world is the support given to contemplative practices. It’s becoming fashionable, even in Wall Street banks, to offer meditation classes. But these are often treated as add-ons, separate from the real work. At the Heiligenfeld hospital chain inner work is woven deeply into daily life. Every week, colleagues from their five hospitals come together for 75 minutes of intensive, reflective dialogue about a theme such as dealing with risks or learning from mistakes. Heiligenfeld also devotes four days per year to silence. The staff speaks only when needed, in whispers; patients engage in forms of therapy that require no words, such as walks in the woods or painting sessions. People learn to interact from a deep place when words are not at hand.

The quest for wholeness can also be seen on the factory floor. At FAVI, a French automotive supplier, all engineers and administrative workers are trained to operate at least one assembly-line machine. When orders must be rushed out, white-collar workers come in to run the machines for a few hours. It’s a wonderful community-building practice. People in engineering and administrative roles work under the guidance of the machine operators. They see for themselves how hard the work on the machines can be and how much skill it involves.

FAVI also has an in-depth onboarding process that ends with new teammates writing an open letter to the colleagues they have joined. The letters often describe how, perhaps for the first time in their career as a machine operator, their voice counts at work and they are considered worthy of trust and appreciation.

Evolutionary Purpose

Most organizations define a purpose for themselves in the form of a mission statement, which is typically engraved on a plaque in the headquarters lobby. Most of these statements, of course, sound hollow. The espoused purpose can’t compete with the pursuit of profits or competitive advantage.

Buurtzorg’s purpose, as discussed above, is to help sick and elderly patients live a rich and autonomous life. Its competitive advantage is the way it fulfills that purpose, with self-organization and wholeness. If it were a more traditional organization, it would try to keep this competitive advantage secret, and gain market share accordingly. Founder de Blok did the opposite. He wrote a book (Buurtzorg: Menselijkheid Boven Bureaucratie, [Boom Lemma uitgevers, 2010], coauthored with Aart Pool, whose title translates as “Humanity above Bureaucracy”) in which he documented Buurtzorg’s revolutionary ways of operating in great detail. He accepts all invitations from competitors to explain his methods, and acts as an advisor for two direct competitors without compensation.

“The whole notion of competition makes no sense,” says de Blok. “If you share knowledge and information, things will change more quickly.”

Making purpose the cornerstone of an organization has profound consequences for leadership. In today’s dominant management paradigm (Orange), leaders are supposed to define a winning strategy and then marshal the organization to execute it, like the human programmer of a machine who controls what it will do. In the Teal paradigm, founders and leaders view the organization as a living entity, with its own energy, sense of direction, and calling to manifest something in the world. They don’t force a course of action; they try to listen to where the organization is naturally called to go. None of the organizations I researched has a strategy document. Gone are the often dreaded strategy formulation exercises, and much of the machinery of midterm plans, yearly budgets, cascaded KPIs, and individual targets. Instead of trying to predict and control, they aim to sense and respond.

FAVI uses a metaphor to explain this. Other companies look five years ahead and make plans for the next year. They prefer to think like farmers: Look 20 years ahead, and plan only for the next day. A farmer must look far out when deciding which fruit trees to plant or which crops to grow. But it makes no sense to plan a precise date for the harvest. One cannot control the weather, the crops, the soil; they all have a life of their own. Sticking rigidly to plan, instead of sensing and adjusting to reality, leads to having the harvest go to waste, which too often happens in organizations.

Practices based on sensing and responding, combined with self-management, lead to high levels of innovation. Two nurses on a Buurtzorg team found themselves pondering the fact that elderly people, when they fall, often break their hips. Could Buurtzorg help prevent this? Their team created a partnership with a physiotherapist and an occupational therapist from their neighborhood. They advised patients on small changes they could bring to their home interiors, and changes of habit that would minimize the risk of falling. Happy with their success, they approached de Blok to suggest turning “Buurtzorg+” (Buurtzorg + prevention) into a national program.

Had de Blok been a traditional CEO, he might have analyzed the idea and, if he approved it, assigned a team in headquarters to develop a comprehensive implementation plan. His actual answer was much humbler: Why should he, rather than the system itself, decide if this was a wise thing to do? He suggested that the same team of nurses package their approach and disseminate the idea on the company’s internal social network. Hundreds of teams showed interest and the idea quickly caught on. Within a year, almost all teams had incorporated prevention into their work using that model.

In a self-managing, purpose-driven organization, change can come from any person who senses that change is needed. This is how change has occurred in nature for millions of years. Innovation doesn’t happen centrally, according to plan, but at the edges, when some organism senses a change in the environment and experiments to find an appropriate response. Some attempts fail to catch on; others rapidly spread to all corners of the ecosystem.

Becoming a Teal Organization

Some companies, like Buurtzorg, are advanced on all three Teal breakthroughs: self-management, wholeness, and evolutionary purpose. Others are more advanced in one area than others — FAVI in self-management, Heiligenfeld in wholeness. None of the Teal companies I have identified have the scale of the largest Orange companies (such as Walmart) or Green ones (such as Southwest Airlines). This is still the dawn of the Teal paradigm. However, its promise is suggested by the success these organizations are having.

Every stage of organizational evolution is more mature and effective than the previous stage, because of the inherent attitude toward power. A Red leader asks, How can I use my power to dominate? An Amber leader asks, How can I use it to enforce the status quo? An Orange leader asks, How can we win? A Green leader asks, How can we empower more people? A Teal leader asks, How can everyone most powerfully pursue a purpose that transcends us all?

Research suggests that there are two — and only two — necessary conditions for developing a Teal organization.

1. Top leadership. The chief executive must have an integrated world view and psychological development consistent with the Teal paradigm. It is helpful if a few close colleagues share this perspective.

2. Ownership. Owners of the organization must also understand and embrace Teal world views. Board members who don’t get it, experience shows, can temporarily give a Teal leader free rein. But when the organization hits a rough patch or faces a critical choice, owners will want to regain control in the only way that makes sense to them: appointing a CEO who exerts top-down, hierarchical authority.

What about businesses, nonprofits, schools, hospitals, government agencies, and other institutions where these conditions are not in place? Can a middle manager hope to influence an entire enterprise by showcasing Teal practices locally? As much as I would like to believe this is possible, my hopes are not high. Experience shows that it takes more than a successful local example to catalyze this sort of system-wide change.

However, as a middle or senior manager, you can introduce some elements of the new paradigm for your own benefit and that of your colleagues. Practices that encourage people to show more of their true selves might come across as unusual, but are unlikely to raise red flags with top leadership. Some elements of self-management can be introduced; for example, instead of imposing new targets, ask team members to determine, in a peer-based process, which targets could be changed. If the team functions well, don’t attend the meeting. Let them come up with the best solution on their own so the targets will be theirs. Or when it’s time to appoint someone to report to you, don’t do it yourself. Let the team one level below write up the job description, interview candidates, and select their boss. Executives who have tried this find that subordinates take choosing their boss very seriously, and the process gives the boss a much stronger working relationship with the team.

The full benefit, of course, accrues to those organizations that fully embrace the new paradigm. When I spent a day with de Blok in the small headquarters of Buurtzorg, I was struck by how much simpler work life could be. Buurtzorg is a 9,000-person organization growing at breakneck speed. But after several hours of conversation, I realized we hadn’t been interrupted once. No urgent phone calls; no assistant coming in to whisper in the CEO’s ear that something had come up. Work in Teal organizations seems to unfold so easily it sometimes verges on the magical. Control and self-correction is embedded in the system, and no longer requires leaders to be on top of everything at all times.

In the past, with every change in consciousness (from Red to Amber to Orange and to Green), more powerful and life-enhancing forms of management have emerged. After the full emergence of the Teal paradigm, we will probably look back and find the organizational forms and practices of the late 20th and early 21st century alienating and unfulfilling. Already, it’s clear that we can create radically more productive, soulful, and purposeful businesses and nonprofits, schools, and hospitals. We are at an inflection point: a moment in history where it’s time to stop trying to fix the old model and instead make the leap to the next one. It will be better suited to the complexity and challenges of our times, and to the yearning in our hearts.

The story line of evolution in this article, and the use of colors to describe stages, draws on the work of several thinkers, including Clare Graves, Ken Wilber, Jenny Wade, Don Beck, Robert Kegan, and Jane Loevenger.

Reprint No. 00344

Author Profile:Frederic Laloux is the author of Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness (Nelson Parker, 2014), from which this article is adapted with permission. A former associate partner with McKinsey & Company, he is now an independent scholar and advisor to organizational leaders.ResourcesArt Kleiner, “Ellen Langer on the Value of Mindfulness in Business,” s+b, Spring 2015: Research on Teal-like attributes: wholness and control over context.Frederic Laloux, Reinventing Organizations: A Guide to Creating Organizations Inspired  by the Next Stage of Human Consciousness (Nelson Parker, 2014): In-depth explication of the Teal paradigm and the 12 organizations where it is manifested.Margaret J. Wheatley and Myron Kellner-Rogers, A Simpler Way (Berrett-Koehler, 1996): What organizations could be like if we sought inspiration from life and nature, rather than thinking about them as machines.Ken Wilber, A Brief History of Everything (Shambhala, 1996): An introduction to the developmental stages of people and civilization.More thought leadership on this topic: strategy-business.com/strategy_and_leadership .

Via YUMAN, Collection of First
CCM Consultancy's insight:

In the past, with every change in consciousness, more powerful and life-enhancing forms of management have emerged.

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YUMAN's curator insight, July 31, 2015 8:44 AM

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This article by Frédéric Laloux refers to his work and explains the nature of teal organizations, and their 3 major breakthroughs.  

Collection of First's curator insight, August 27, 2015 12:01 AM

Great interesting insight with TEAL MANAGEMENT, it maybe outside PCOS awareness of TEAL but it would make sense if you are in business field.

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I honestly feel that the statement made above is very important especially in the technology driven lifestyles we live today. It’s great again to have the technology and the ability to connect with people all over the world via electronic device however with them being present it has also created barriers that we forget we still face like the lack of personality so to say via text message or misinterpretation because it wasn’t said directly. Hope just that paragraph alone helps you better understand the type of person I am and vision I aim to see.
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