<blockquote>'Don Beck, a student of developmental psychologist Clare Graves, uses an insightful analogy: If evolution were music, stages of development would be musical notes, vibrating at a certain frequencies. Human beings would be like strings, capable of playing many different notes. The range of notes they can play depends on the range of tensions they have learned to accommodate.'
- Frederic Laloux,
Reinventing Organizations, pages(s) 38, 39</blockquote>
'..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.'<blockquote>'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.
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Changing Paradigms at BuurtzorgBuurtzorg, 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.
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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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Self-Management and Its MisconceptionsBuurtzorg’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.
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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.'
- Frederic Laloux,
The Future of Management Is Teal, July 6, 2015</blockquote>
Context Bazaarmodel<blockquote>
'..a wiki about Teal management practices.''Reinventing Organizations: ..radically more soulful, purposeful and powerful ways to structure and run .. organizations.'(Open Source)(Management innovation) - Red Hat: The Open Organization: Igniting Passion and Performance(To Heal)(Management innovation) - '..Teal Organizations to start healing the world..'</blockquote>