REINVENTING ORGANIZATIONSChange Management Session for the reflection of the

theory of author Frederic Laloux at the HR Barcamp 2015

Jörn Hendrik, ffluid, @jormason Philipp, FELD M, @philippkraemer

27.02.2015, Berlin

The Book

History of organization development

100.000 years ago

50.000 years ago

Now

InfraredRed

AmberOrange

GreenTeal

Magenta

OverviewExplanation

Current Examples

Key breakthroughs

Guiding metaphor

RED Organizations

Constant exercise of power by chief to keep troops in line. Fear is the glue of the organization. Highly reactive,

short term focus. Thrives in chaotic environment

•Mafia •Street Gangs •Terror Organizations

•Division of Labour •Command authority

Wolf Pack

AMBER organizations

Highly formal roles within a hierarchical pyramid. Top down command and control (what and how). Stability valued above all through rigorous processes. Future is

repetition of the past.

•Catholic Church •Military •Governmental Organizations

•Public School System

•Formal roles (stable and scalable hierarchy)

•Processes (long term perspectives)

Army

ORANGE organizations

Goal is to beat the competition; achieve profit and growth. Innovation is the key to staying ahead.

Management by objectives (command and control on what; freedom on the how)

•Multinational companies

•Charter Schools

•Innovation •Accountability •Meritocracy

Machine

GREEN organizations

Within the class pyramid structure, focus on culture and empowerment to achieve extraordinary employee

motivation

•Culture Driven Organizations (NGO’s, Southwest Airlines, Ben & Jerrys, Semco)

•Empowerment •Values-driven culture •Stakeholder model

Family

TEALorganizations

No one is the boss of anyone else. Hierarchy is not powerful enough to face complexity, e.g. global

economy, human muscle brain (cells). If you take your purpose seriously there is no competitor by definition

•Network Organizations (Burtzoorg, ESBZ, Zappos, Semco, A.W. Gore, Automattic)

•Self Management •Wholeness •evolutionary Purpose

Network

Teal Organizations1.Self-management

No one is the boss of anyone else. Because hierarchical organizations are not powerful enough to face the complexity, e.g.global economy, anymore.

Rather than a power hierarchy teal organizations work like a natural network

Advice Process: One has to get advice from an expert. One has to talk to people who will be affected by the decision

2.Wholeness

In most organizations we are pushed to wear a mask. We are so used to wearing it, that we almost forgot about it.

We are showing our Ego (only the rational part of it), but not our deeper feelings.

Teal organizations are integrating different views and different opinions, because the truth has more facets than just one.

1.Evolutionary Purpose If you take purpose seriously, there is no competition. Because every organization aiming for the same purpose is an ally.

If a company vision is aligned with the strategy – and when it’s continuously adapted it becomes stronger and stronger.

Purpose is finding a companies why and can’t be simply executed. Execution only works when you think about your company as a machine like in orange organizations.

1st Exercise:

What examples for red, amber, orange and green characteristics for organizations do you know?

2nd Exercise:

Develop ideas on how to implement TEAL-characteristics into your organization!

Contact:+49 (0) 171 369 5336 jh@ffluid.de @jormason fb.me/jormason ffluid.de