Part 2 reports the substance of Laloux’s research — describing the structures, practices and cultures of Teal organizations that support
Self Management
Striving for Wholeness, and
Listening to Evolutionary Purpose
Chapter 2.1 below gives an overview to this part
Ch. 2.1 A Metaphor and 3 Breakthroughs
Some random notes from our study dialogue June 3-4 2014
2.3 Self management process
What he means by structure is teams without hierarchy and support systems focused on the team
Matrix organization not silo – continuing cross functional activity in the organization
Combining of all various people whose work impacts the success of the team on the team; accountable to each other
Distinction
Extremes of authority nor consensus
Accountability rule of 2 feet – all the same job of building the team
Certain processes needed to make it work
1. Decision making – including crisis,,purchasing, and budgeting
2. Conflict
3. Who does what
4. Performance evaluation
5. Compensation
Flow of information and decisions calls it a process – practice of communicating
Advice process – bigger decision the wider the net must be cast – only makes sense in a higher consciousness field of energy – a lot of intuition
The conversation – network
Crisis times are the key points of acting through the principles; intentionalities to really respect the self managing functions.
Confronting employees with a difficult issue; everything is self organizing
Purchasing investments –
Review if you failed to do the advice process – year end review process – self reflection – difficult conversations including “abuse” not checking with those affected.
Imperfections are worked out through dialogue
Value based change –
Individuals responsible for action
Internal communication
All hands meeting – intranet – everything that needs to be decided is available – individuals
Conflict resolution
Never use force
Honor their commitment
Direct communication and gaining agreement
• Two together to sort it out
• Nominate a colleague as mediator
• Panel of topic-relevant colleagues
• Ultimate founder can be invited
Deal with conflict closest to the point
Self aware of what they might be doing to support the conflict.
Confidentiality
More like a formation of peoples consciousness – interior dimensions of it
All the conflict belongs to all the people
Role definition and allocation
Most likely someone will step forward and take on the role
Morning star process is clear – Colleague Letter of Understanding
How does this best get done? (Respect gained for people who look forward and see a possibility others missed)
Holocracy
Roles shift based on fluid relationships
Taking gaps back to the people concerned
Trickles all the way through the organization
Everything is experimentation – structures so fluid almost not structures
Upgrade the operating system
Board rules of order – everything else is an App
Reflections
Take in the amazing information that this is happening in companies and therefore my focus of research…
What stands out to me is honesty at all levels
Facilitation feels more green rather than teal