Teal Organizations – the organizations of the next stage of human consciousness

Introduction

In the book Reinventing organizations Frederic Laloux (2014, 309) describes that he wanted to research Teal Organizations because of the daunting problems of our times. We have mistaken prosperity with growth, for example using far too much fossil fuels (Laloux 2014, 295– 297). He argues that we will need new types of organizations. Examples of these organizations are more purposeful businesses, more soulful schools and more productive non-profits. According to Laloux Reinventing organizations book includes interesting insights concerning the journey to bring these new organizations to life. Laloux has discovered these insights during his research on Teal Organizations. The purpose of his research was to examine, what are the necessary conditions to make this new model work. (Laloux 2014, 8.) He also wanted to find the critical factors for organization to keep operating along as Teal Organization (Laloux 2014, 309.)

Method

12 organizations were analysed with case studies. The analyses were carried out using varying degrees of depth. This provided an understanding of the organization’s pioneering practices in leadership and collaboration. Two different research question groups were used to analyse the organizations. The first research question group consisted of 45 themes concerning fundamental business activities and processes. The first research question group aims to answer how pioneering organizations operate daily. (Laloux 2014, 7, 309.)
The second research question group includes 27 questions. The questions relate to the past and to the future. They address the circumstances in which a new organizational model is created. The questions process the critical factors for organization to keep operating along these new lines. (Laloux 2014, 309.)

Organizations included in the study can operate in any geographical location or in any business, nonprofit, education, health, or administration. The organizations had to employ at least 100 people. The organization also had to been operating for minimum of five years along structures, processes, cultures and practices that were in a substantial degree consistent with the characteristics of the next developmental stage. (Laloux 2014, 6.) Frederic Lauloux (2014, 285) suggests that a new organizational model developed every time humanity shifted to a new stage of consciousness. Teal Organizations are the organizations of the next developmental stage.

Results

According to Frederic Laloux major findings in case studies of Teal Organizations were attributes of self-management, wholeness and evolutionary purpose. Self-management emerge in Teal Organizations in more ways than one. He reports that Teal Organizations can operate effectively even on a large scale. The system of such an organization is based on peer relationships without hierarchy or consensus. Many of the Teal Organization recruits that join existing teams take a training course. (Laloux 2014, 56.)

In these training courses new Teal Organization members learn a coherent set of skills and techniques how to healthy and efficiently make group decisions. Team members learn different styles of communication and different types of listening, how to run meetings and how to coach one another. (Laloux 2014, 67.) Frederic Laloux also examines the difference between trust versus control. Teal Organizations dispense the usual control mechanisms through the organization. Laloux states that Teal Organizations are built on foundations of mutual trust. When organizations get rid of the clocks and production norms efficiency and productivity can grow. Workers stay a few minutes or half an hour longer to finish the work they have started. The workers self-image will change. Before the change workers motivation was the pay check. Laloux notes that in Teal Organization workers feel responsible for their work and they take pride on a job well done. (Laloux, 2014, 80–81.)
According to Laloux (2014, 56) organizations have generally been places to improve people. This requires us to show masculine determination and strength. Instead, doubts and vulnerability are hidden. Rationality is dominant, while emotional and intuitive parts are hidden. Teal organizations are wholeness. They have consistently embraced several service members who help us achieve our internal totality and work wholeness with our own selves. (Laloux 2014, 56.)

Instead of predicting and managing the future, Teal-Organizations call members to listen and understand. Laloux claims that this helps the organization members to understand what the organization wants to become and what purpose it wants to serve. This is how Teal Organizations demonstrate their evolutionary purpose. (Laloux 2014, 56–57.) Teal Organizations do not mention competition anywhere. An organization living their purpose is not a competition. Any organization that can reach out on a larger scale in a faster rate is an ally, not a competitor. (Laloux 2014, 195.)

Discussion

Laloux (2014, 151) states that if people tap into their deepest humanity, they will bring out their care for others. Often, we fear conflict and we become so wary of conflicts of the ego that we neglect to engage in conflicts of the soul (Laloux 2014, 165.). In Teal Organizations workers feels like they can speak from their inner voice. Environmental and social initiatives can be initiated by people joining forces form any place in the organization. (Laloux 2014, 172.)
Laloux concludes that it is okay for teams to struggle in Teal Organizations because from struggle comes learning. Teams that have gone through difficult times build resilience and a deep sense of community. (Laloux 2014, 70.) In the Teal Organization, serving an organization is not important. It is more important to serve the purpose. This opens new opportunities for collaboration across organizational boundaries. (Lalouz 2014, 302.) In all likelihood, the Teal Organization will increase civic participation which will in turn increase democracy. It is possible to find the basis for human decision-making as the basis of evolution. The basis is not what people want for the world. More important is finding ways to hear what the world needs Laloux states. (Laloux 2014, 298.) The best wish for a sustainable future is to access more radical ways to solve our major problems. (Laloux 2014, 287.) Frederick Laloux wonders what we are capable of if we can be in the fullness of our humanity (2014, 305).

Reference

Laloux, F. 2014. Reinventing organizations. 1. edition. Belgium: Nelson Parker.