Reinventing Organizations Frederic Laloux Pdf
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Ron Cacioppeis a ground breaking book that describes how the functioning and structure of organisations evolves over time to match the level of development of human consciousness. Organisations go through stages that are radically different, becoming more productive, collaborative and reach a higher level of functioning. Each stage “transcends and includes” the ones that came before, therefore a later stage does not lose the behaviours that came from earlier stages but earlier stages obviously cannot access the insights of later stages. And we are moving into a stage which will have radically different characteristics than many organisations currently demonstrate.Laloux states that a whole new shift in consciousness is currently underway that will result in a radically more purposeful and spiritual way to run our businesses, non-profits, schools and hospitals. Michael FoxThis book is an important management book to read now since it describes the organisations of the future. It articulates the framework needed for better organisations that can grow and adapt to work in complex environments.
“” describes in practical detail how organisations large and small can operate in a new paradigm. Leaders, founders, coaches, and consultants will find this book a positive handbook full of insights, examples and inspiring stories.History and Development of Organisations and ConsciousnessLaloux traces this development from 100,000 BC to the present, observing a gradual but accelerating evolution from simple ‘family kinships’ to ever more collaborative and powerful forms of organisations. He shows how at this moment we are at another historical junction. The current management methods feel outdated and exhausted. And a new organisational model is emerging, a radical new way to structure and run organisations. He calls this the Evolutionary-Teal model (ET model). The ET model’s development can be seen as a response to an expanding global consciousness – a growing awareness that ‘the ultimate goal in life is not to be successful or loved, but to become the truest expression of ourselves.
And to be of service to humanity and our world. to see life as a journey of personal and collective unfolding towards our true nature’.Part 1 puts forward a sweeping evolutionary summary presenting a 100,000-year “history” of organisational development and the types of consciousness that gave rise to different organisational structures, leading to present times.
It explains how every time humanity has shifted to a new stage of consciousness, it has also invented a radically more productive organisational model and suggest we are facing another critical juncture today.Part 2 serves as a practical handbook. Using stories from real-life case examples (businesses and non-profits, schools and hospitals), this part describes in detail how this new, spiritual way to run an organisation works. The second part of the book describes the structures, core practices and culture of Teal Organisations through a series of case studies. The twelve cases in the book consist of profit and non-profit organisations of various sizes from the United States and Europe.Part 3 examines the conditions for these new organisations to thrive and what is needed to start an organisation on this new model. It also describes what is needed to transform existing organisations.The Problems with Current Organisational ModelsThe way we manage organisations seems increasingly out of date and unable to cope with the complexity and challenge of modern times. The idea that most organisations should operate for shareholder profit or by political or not-for-profit leaders who have short-term self-interest, indicate that our current organisational models aren’t sufficient.
Deep inside we sense that more is possible and we long for workplaces which nurture human development, authenticity, community, passion, and purpose.Laloux challenges the status quo and asks, “ Can we create organisations free of the pathologies that show up all too often in the workplace? Free of politics, bureaucracy, and infighting; free of stress and burnout; free of resignation, resentment and apathy; free of posturing at the top and the drudgery at the bottom? Is it possible to reinvent organisations, to devise a new model that makes work productive, fulfilling and meaningful? Can we create soulful workplaces – schools, hospitals, businesses and non-profits – where our talent can bloom and our callings can be honoured?”We need something more: enlightened leaders and enlightened organisational structures and practices.
This book demonstrates that this is possible and already exists in a few organisations.History of Stages Human Evolution and Organisational StructuresLaloux makes the case that human consciousness evolved in stages, which he classified by colour, each colour representing a stage of development that gave rise to an organisational culture “fit” for the epoch it arose in. Each stage of development or colour, correlates with a particular time in human history and each “stage of development” represents a certain “cognitive, psychological and moral” orientation.Laloux uses the Integral Theory and its colour scheme to describe these historical developments of human organisations. The diagram below outlines the stages and the key characteristics that humans have undergone in tribes and organisations in the last 100,000 years.The spectrum looks like this:Humans first lived in family kinships. Next, tribes were formed, and life was controlled by magical rituals. Then the first chiefdoms were formed, ruled by power and suppression. The main stages this book concerns itself with are those that arose in the last 50,000 years: Amber, Orange, Green and Teal.Conforming – AmberAfter the early stages, the first organisational structures originated. In the Amber-Conformist view, authority is linked to a role (like a police officer). There is one accepted right way of to do things, conforming is necessary.
Reinventing Organizations Frederic Laloux Pdf En
Some organisations, like many government institutions and schools, still see the world through ‘amber’ glasses. Thinking and doing are strictly separated.
The underlying belief is that employees tend to be lazy and dishonest, and should be kept in line. Their clothes reflect their rank, they wear a social mask.Achieving – OrangeThe next organisational stage is Achievement. Here the focus shifts from conforming to achieving: the keywords are ‘winning’ and ‘competition’! This is the model of most organisations today.
The view on human behaviour is that people need to be pushed, incentivised and controlled. An organisation is seen as a machine, of which the output (profit) can and should be steadily increased. And when the cogs (the people) get stuck, a soft intervention like injecting oil will solve each problem. While there is much talk about customer service, profit is more important than serving the customers.However, the amount of freedom at this level increases.
It makes use of the professional knowledge and problem-solving power in the organisation. This is done by management by objectives and by studying. While workers are given more autonomy, managers still keep the right to formulate the strategy. However, everybody can climb the organisational ladder and become a ‘winner’.The rise of the Achievement-Orange organisations brought prosperity to those who achieve. However, disadvantages surfaced, like the depletion of the earth and the problems in the financial sector.Pluralistic – GreenAchievement-Orange organisations often become disconnected from their purpose and make employees feel empty and soulless. The first resistance against this occurred during the 1960s, the flower-power period.
Culture-driven organisations like Ben & Jerry’s provided the answers. They operated from a socially responsible Pluralistic-Green cooperative companies with servant leaders. This was the era of equal opportunity and employee rights that still operate today.Evolutionary – TealAchievement-Orange and Pluralistic-Green gave the workers much more freedom than Conformist- Amber. However, they still are not as free, agile and energetic as birds in flight.
If you want that, a transition to a complete new organisational stage is needed, Evolutionary-Teal. Indeed, the rise of organisations that have at least a number of Teal or blue-green characteristics can be seen. Companies strive for more freedom, more meaning, and more self-management at work, and want to operate with less harm to the natural environment.The stages of human and organisation development at the core of the book are based on Integral Theory developed by Ken Wilber. A closely aligned and complementary theory called Spiral Dynamics originated by Professor Clare W Graves and further developed by Don Beck and Chris Cowan is also part of the ground out of which Laloux’s ideas emerged.Laloux points out that these organisational forms did not die out with the end of each epoch but that they survive today in various organisations that operate from a “paradigm” such as Red (ie. The Mafia) or Amber (ie. Catholic Church).
Each stage of consciousness can be thought of as one that was “fit” for its particular time and context. As the context changes, fitness means that “successful” evolution requires a shift from one stage to a different later stage more “fit” for the changed environment.In his explanation on the stages of development, Laloux explains that we “get into trouble when we believe later stages are “better” than earlier stages; a more helpful interpretation is that they are “more complex” ways of dealing with the world.Defining Characteristics of Teal OrganisationsLaloux identifies three breakthroughs that characterise the organisations that are pioneers of the new Teal model of workplaces. He sees these as bold departures from current management practice:Self-management – replace the constraints of traditional hierarchical control systems with flexible collaborative, self-organising systems. This does not mean taking the hierarchy out of an organisation and running everything democratically based on consensus. Self-management, like the previous pyramidal models, works with an interlocking set of structures and practices to support new ways of sharing information, making decisions and resolving conflict. To make self-management possible, teams are trained and coached to be effective solvers of problems and decision-makers.Wholeness – where people are encouraged to bring emotional, intuitive and spiritual parts of themselves to work and drop the ‘social masks’ that are irrelevant and unnecessary.