'..If you create an enabling environment, then things can grow and happen. It will change the behaviour of the people who are working in this environment. If you stay in the same environment, it is much more difficult to change behaviour. You can do culture programmes and other things, but I don’t believe in that approach.
If you want a more radical change, you need to create another environment..''
Question: What is your message to the many established organisations with existing behaviours, structures and cultures that are not conducive to radical innovation? Where do they start? They’re not start-ups which can choose the Teal way from the beginning.
..
Jos de Blok: I always say you have to create an
environment informed by sociological and psychological principles. If you create an enabling environment, then things can grow and happen. It will change the behaviour of the people who are working in this environment. If you stay in the same environment, it is much more difficult to change behaviour. You can do culture programmes and other things, but I don’t believe in that approach.
If you want a more radical change, you need to create another environment. You can then learn from that environment and show that the results are much better than what you see in the existing environment. This then leads to people feeling motivated which gives you good reasons to adopt working like this in the rest of the organisation. That is how we were very successful with a number of organisations.'
- Anna Betz,
What Small Groups Hell-Bent on Change Can Do in Large Organizations, May 5, 2017
'..we work to our strengths.''We have moved from standard roles of consultants and trainers, to a range of roles that reflect our particular skills and interests, and how we are working at the moment .. To us this process formalised the flexible way that we work to our strengths. Other organisations that have introduced Holacracy have created ways to enable colleagues to share their strengths, for example Zappos is starting to use ‘badges’ as a way to identify who has what skill or experience. We use our one-page profiles to communicate this information. The Colleague Letter of Understanding (CLOU), used at Morning Star, takes this further. A group of us have started to use Colleague Letters of Understanding in a particular project group.'
- Dr. Helen Sanderson,
Moving to Teal Is Harder Than We Thought, July 27, 2016
'To change the world of finance..''Viisi specialize in mortgage advice. They were founded in December 2010. Their purpose? To change the world of finance, to make their industry better, more sustainable and more focused on the long term.'
-
Employees First, Customers Second, Shareholders Last, 2020 (
podcast, February 24, 2019)
Context Holacracy – ‘..to fully harness the power of every human sensor..’ (Sociocracy)Viisi Glassfrog'..a more interesting, human way of transforming yourself. It's about how you treat your employees.'(Corporate Rebels) - '..to learn how innovative businesses are changing how people work.'(Bazaarmodel)(Teal) - How Far Behind Are You Falling on the Evolutionary Curve?(Business Roundtable) - '..corporate responsibility .. the best-run companies do more. They put the customer first and invest in their employees and communities .. to build long-term value..'(Global Healing 2020 - 2050) - UN-backed asset owner alliance to drive portfolio companies to carbon neutrality by 2050(Teal) - '..the platform for the TEAL/YELLOW Integral City to emerge.'(Bazaarmodel)(Teal - To Heal) - 'Integrative Lawyers are pioneering new models of legal practice.' - '..visual contracts .. text-based contracts..'(To Heal - Teal) Secondary Education for the Future – Agora'..Martin Luther King, he talked about the Beloved Community..'EthicsAffective Introspection(Banking Reform - English/Dutch) '..a truly stable financial and monetary system for the twenty-first century..'