Teal organisation

A Teal organisation is an emerging organizational paradigm that advocates enabling employee autonomy and to adapt as an organization grows. It was introduced in 2014 by Frederic Laloux in his book on Reinventing Organizations.[1][2] It also rests on previous studies done by evolutionary and social psychologists including Jean Gebser, Clare W. Graves, Don Edward Beck, Chris Cowan and Ken Wilber who explored the stages of development and impact of human consciousness.[3][4][5]

Overview

A Teal organisation is defined by the three following ideas in contrast to the paradigms of Amber, Orange and Green organisations.[6]:

  1. self-management suggests a system based on peer relationships with no need for hierarchy, consensus, nor central command and control;[7]
  2. wholeness is about enabling employees to present their full personas rather than just their work personas;[8]
  3. evolutionary purpose is the idea to follow the natural evolution of how the organization grows[9]

The paradigm is that an organization is similar to an organism in that the inner biology of the organism operates autonomously to sustain its' health. This includes adapting to change, enabling employees to bring all their skills to the organization and to do so without direct leadership.

Examples

A number of notable organisations around the world have adopted and operate with the Teal organisation model[10] including The Morning Star Company (food processing, United States),[11] Patagonia (apparel, United States), Sounds True (media, United States), AES (energy sector, international), Buurtzorg Nederland (health care, Netherlands), ESBZ (K–12 school, Germany), Heiligenfeld (mental health hospitals, Germany), Nucor (steel manufacturing, international), Varkey Foundation (non-profit organisation with expertisse in Education), Thomsen Trampedach (brand protection, Denmark).[12]

gollark: <@189841964454117378> You realise I was joking? Would be cool, though, and possible with Plethora...
gollark: <@237328509234708481> WHAT?
gollark: Every position change *of a square or more*.
gollark: Alternatively, on every position change.
gollark: CONSTANTLY.

See also

References
  1. Laloux, Frederic (2014). Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness. Nelson Parker. p. 381. ISBN 978-2960133509.
  2. "The Future of Management Is Teal". Strategy + Business. July 6, 2015.
  3. "Human Nature Prepares for a Momentous Leap", by Clare W. Graves, in The Futurist, 1974
  4. "Charted Levels of Existence as seen by Clare W. Graves", in The Futurist, 1974
  5. Ken Wilber (2002). The Spectrum of Consciousness. Motilal Banarsidass. pp. 3–16. ISBN 978-81-208-1848-4.CS1 maint: uses authors parameter (link)
  6. Collins, Rod (March 4, 2016). "Reinventing Management, Part 1: What Color Is Your Organization?". Huffington Post.
  7. https://bizzmarkblog.com/teal-management-use-traditional-business-processes/
  8. o "What does Wholeness mean in the context of Teal Organising?" Check |url= value (help). Future Considerations. July 7, 2015.
  9. https://bizzmarkblog.com/teal-management-use-traditional-business-processes/
  10. "The Design Principles evolve "naturally" in the workplace and the need for a scientific foundation". Prosocial World. June 2, 2017.
  11. "The Morning Star Company - Self-Management". morningstarco.com.
  12. "Thomsen Trampedach GmbH".

Further reading
  • Frederic Laloux, Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness. Nelson Parker.February 9, 2014.
  • Brown, S. L., & Eisenhardt, K. M. 1997. The Art of Continuous Change: Linking Complexity Theory and Time-paced Evolution in Relentlessly Shifting Organizations. Administrative Science Quarterly, 42: 1–34
  • Burns, S., & Stalker, G. M. 1961. The Management of Innovation. London: Tavistock Publications
  • Wheatley, M. & Kellner-Rogers, M. 1999. A Simpler Way. San Francisco: Berrett-Koehler
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