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organization.
ABOUT - REINVENTING ORGANIZATIONS WIKISEE MORE ON REINVENTINGORGANIZATIONSWIKI.COM FEEDBACK AND PERFORMANCE MANAGEMENT The three Teal breakthroughs are all directly connected with the way feedback is given and performance is managed. Individuals and teams are guided and motivated by the evolutionary purpose of the organization. This allows self-management rather than top-down management. Feedback given from a place of compassion and care recognizing the wholeness of people, facilitates open inquiry and CASES - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki Teal structures and practices Daily organizational practices Fundamental AssumptionsDECISION MAKING
The advice process. Almost all Teal organizations use, in one form or another, what an early practitioner called the “advice process.”. It comes in many forms, but the essence is consistent: any person can make any decision after seeking advice from 1) everyone who will be meaningfully affected, and 2) people with expertise in the matter. GREEN PARADIGM AND ORGANIZATIONS Green organizations reflect the Green stage of consciousness, which strives for harmony, tolerance and equality.While retaining a pyramidal structure, Green organizations focus on empowerment to lift motivation and to create great workplaces. HOME - REINVENTING ORGANIZATIONS WIKI Dieses Wiki basiert auf dem Buch Reinventing Organizations von Frédéric Laloux. Es soll in erster Linie als praktischer Leitfaden für Führungskräfte dienen, die ihre Organisation neu erfinden und auf der Suche nach Inspiration sind, um bestimmte Managementpraktiken in ihrer Organisation zu FAVI - REINVENTING ORGANIZATIONS WIKI FAVI’s factory has more than 500 employees that are organized in 21 teams called “mini-factories” of 15 to 35 people. Most of the teams are dedicated to a specific customer or customer type (the Volkswagen team, the Audi team, the Volvo team, and so forth). COMPENSATION AND INCENTIVES In Teal Organizations, compensation is determined not only in a different way, but takes on a fundamentally different nature and level of importance. Typically these organizations exhibit the following general characteristics with regard to compensation: PeopleBSO / ORIGIN
BSO/Origin was founded in 1973 by Eckart Wintzen in the Netherlands. In the following 20 years, he grew the company to 10,000 people, setting up shop in 18 countries in Europe, South America, and Asia. HOME - REINVENTING ORGANIZATIONS WIKI This wiki is based on the book Reinventing Organizations by Frédéric Laloux. Its primary purpose is to serve as a practical guide for leaders who are reinventing their organization and are looking for inspiration as they upgrade specific management practices in theirorganization.
ABOUT - REINVENTING ORGANIZATIONS WIKISEE MORE ON REINVENTINGORGANIZATIONSWIKI.COM FEEDBACK AND PERFORMANCE MANAGEMENT The three Teal breakthroughs are all directly connected with the way feedback is given and performance is managed. Individuals and teams are guided and motivated by the evolutionary purpose of the organization. This allows self-management rather than top-down management. Feedback given from a place of compassion and care recognizing the wholeness of people, facilitates open inquiry and CASES - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki Teal structures and practices Daily organizational practices Fundamental AssumptionsDECISION MAKING
The advice process. Almost all Teal organizations use, in one form or another, what an early practitioner called the “advice process.”. It comes in many forms, but the essence is consistent: any person can make any decision after seeking advice from 1) everyone who will be meaningfully affected, and 2) people with expertise in the matter. GREEN PARADIGM AND ORGANIZATIONS Green organizations reflect the Green stage of consciousness, which strives for harmony, tolerance and equality.While retaining a pyramidal structure, Green organizations focus on empowerment to lift motivation and to create great workplaces. HOME - REINVENTING ORGANIZATIONS WIKI Dieses Wiki basiert auf dem Buch Reinventing Organizations von Frédéric Laloux. Es soll in erster Linie als praktischer Leitfaden für Führungskräfte dienen, die ihre Organisation neu erfinden und auf der Suche nach Inspiration sind, um bestimmte Managementpraktiken in ihrer Organisation zu FAVI - REINVENTING ORGANIZATIONS WIKI FAVI’s factory has more than 500 employees that are organized in 21 teams called “mini-factories” of 15 to 35 people. Most of the teams are dedicated to a specific customer or customer type (the Volkswagen team, the Audi team, the Volvo team, and so forth). COMPENSATION AND INCENTIVES In Teal Organizations, compensation is determined not only in a different way, but takes on a fundamentally different nature and level of importance. Typically these organizations exhibit the following general characteristics with regard to compensation: PeopleBSO / ORIGIN
BSO/Origin was founded in 1973 by Eckart Wintzen in the Netherlands. In the following 20 years, he grew the company to 10,000 people, setting up shop in 18 countries in Europe, South America, and Asia. CASES - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki Teal structures and practices Daily organizational practices Fundamental Assumptions ORGANIZATIONAL STRUCTURE In self-managed teams, many management tasks disappear, since people are no longer being “managed”. Other tasks (planning, setting objectives, monitoring team performance, recruiting, etc.) remain, and it is up to the team to make it clear among themselves what the various roles and task responsibilities of the team members are.SELF-MANAGEMENT
A 2009 Ernst & Young study found that Buurtzorg (see “Concrete examples for inspiration” below) requires, on average, close to 40 percent fewer hours of care per client than other nursing organizations— which is ironic when you consider that nurses in Buurtzorg take time for coffee and talk with the patients, their families, and neighbors, while other nursing organizations have cometo
KEY ORGANIZATIONAL STRUCTURES AND PRACTICES Reinventing Organizations Wiki Teal structures and practices Daily organizational practices Fundamental Assumptions AMBER PARADIGM AND ORGANIZATIONS The Amber stage of consciousness enabled humankind to develop organizations that could operate on an unprecedented scale. This led to the formation of bureaucracies institutions, and nation states, many of which have survived for centuries. ESBZ - REINVENTING ORGANIZATIONS WIKI ESBZ has an extraordinary trust and community-building practice based around storytelling: the “praise meeting.”Every Friday afternoon, the entire school— students, teachers, and staff— comes together for an hour in a large hall. They always start by singing a song together, to settle into community. EVOLUTIONARY PURPOSE In a Teal organization, the ego driven desire for self-preservation is replaced by a powerful drive to do work that has meaning and purpose. The concept of ‘being the best’ becomes a hollow aim unless the organization is doing something worthy of the energy, talents and creativity of the people who work there. COMPENSATION AND INCENTIVES In Teal Organizations, compensation is determined not only in a different way, but takes on a fundamentally different nature and level of importance. Typically these organizations exhibit the following general characteristics with regard to compensation: People PATAGONIA - REINVENTING ORGANIZATIONS WIKI Patagonia, Inc. is an American clothing company that markets and sells outdoor clothing. The company was founded by Yvon Chouinard in 1973 and is based in Ventura, California.Its logo is the outline of Mount Fitz Roy, the border between Chile and Argentina, in the region ofPatagonia.
TEAL CONCEPTS
Teal Concepts. Short resume about the main teal concepts described in the book. Self-Management; Wholeness; Evolutionary Purpose; History of Organizational Development HOME - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki. This wiki is based on the book Reinventing Organizations by Frédéric Laloux. Its primary purpose is to serve as a practical guide for leaders who are reinventing their organization and are looking for inspiration as they upgrade specific management practices in their organization. It is a labor of love, the ABOUT - REINVENTING ORGANIZATIONS WIKISEE MORE ON REINVENTINGORGANIZATIONSWIKI.COM FEEDBACK AND PERFORMANCE MANAGEMENT The three Teal breakthroughs are all directly connected with the way feedback is given and performance is managed. Individuals and teams are guided and motivated by the evolutionary purpose of the organization. This allows self-management rather than top-down management. Feedback given from a place of compassion and care recognizing the wholeness of people, facilitates open inquiry andDECISION MAKING
Managers draw up plans for approval based on their objectives. These plans guide decision-making toward the achievement of goals—for example, profit and market share. Team members are invited to suggest initiatives and participate in the decision-making GREEN PARADIGM AND ORGANIZATIONS Green organizations reflect the Green stage of consciousness , which strives for harmony, tolerance and equality. While retaining a pyramidal structure, Green organizations focus on empowerment to lift motivation and to create great workplaces. They go beyond the TEAL PARADIGM AND ORGANIZATIONS The Teal paradigm refers to the next stage in the evolution of human consciousness. When applied to organizations, this paradigm views the organization as an independent force with its own purpose, and not merely as a vehicle for achieving management's objectives. Teal organizations are characterized by self-organization andself-management.
FAVI - REINVENTING ORGANIZATIONS WIKI FAVI has two reasons for existence, two fundamental purposes: the first is to provide meaningful work in the area of Hallencourt, a rural area in northern France where good work is rare; the second is to give and receive love from clients. At FAVI, love, a word rarelyheard in
COMPENSATION AND INCENTIVES Generally, a boss can decide on a pay raise for his subordinates, often subject to HR (or institutional) guidelines or approval. In self-managing organizations, in the absence of bosses, the process to determine salaries and other types of compensation must be reinvented using the power of peer input.BSO / ORIGIN
BSO/Origin was founded in 1973 by Eckart Wintzen in the Netherlands. In the following 20 years, he grew the company to 10,000 people, setting up shop in 18 countries in Europe, South America, and Asia. The company’s structure consisted entirely of self-managing units,with
HOME - REINVENTING ORGANIZATIONS WIKI Dieses Wiki basiert auf dem Buch Reinventing Organizations von Frédéric Laloux. Es soll in erster Linie als praktischer Leitfaden für Führungskräfte dienen, die ihre Organisation neu erfinden und auf der Suche nach Inspiration sind, um bestimmte Managementpraktiken in ihrer Organisation zu HOME - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki. This wiki is based on the book Reinventing Organizations by Frédéric Laloux. Its primary purpose is to serve as a practical guide for leaders who are reinventing their organization and are looking for inspiration as they upgrade specific management practices in their organization. It is a labor of love, the ABOUT - REINVENTING ORGANIZATIONS WIKISEE MORE ON REINVENTINGORGANIZATIONSWIKI.COM FEEDBACK AND PERFORMANCE MANAGEMENT The three Teal breakthroughs are all directly connected with the way feedback is given and performance is managed. Individuals and teams are guided and motivated by the evolutionary purpose of the organization. This allows self-management rather than top-down management. Feedback given from a place of compassion and care recognizing the wholeness of people, facilitates open inquiry andDECISION MAKING
Managers draw up plans for approval based on their objectives. These plans guide decision-making toward the achievement of goals—for example, profit and market share. Team members are invited to suggest initiatives and participate in the decision-making GREEN PARADIGM AND ORGANIZATIONS Green organizations reflect the Green stage of consciousness , which strives for harmony, tolerance and equality. While retaining a pyramidal structure, Green organizations focus on empowerment to lift motivation and to create great workplaces. They go beyond the TEAL PARADIGM AND ORGANIZATIONS The Teal paradigm refers to the next stage in the evolution of human consciousness. When applied to organizations, this paradigm views the organization as an independent force with its own purpose, and not merely as a vehicle for achieving management's objectives. Teal organizations are characterized by self-organization andself-management.
FAVI - REINVENTING ORGANIZATIONS WIKI FAVI has two reasons for existence, two fundamental purposes: the first is to provide meaningful work in the area of Hallencourt, a rural area in northern France where good work is rare; the second is to give and receive love from clients. At FAVI, love, a word rarelyheard in
COMPENSATION AND INCENTIVES Generally, a boss can decide on a pay raise for his subordinates, often subject to HR (or institutional) guidelines or approval. In self-managing organizations, in the absence of bosses, the process to determine salaries and other types of compensation must be reinvented using the power of peer input.BSO / ORIGIN
BSO/Origin was founded in 1973 by Eckart Wintzen in the Netherlands. In the following 20 years, he grew the company to 10,000 people, setting up shop in 18 countries in Europe, South America, and Asia. The company’s structure consisted entirely of self-managing units,with
HOME - REINVENTING ORGANIZATIONS WIKI Dieses Wiki basiert auf dem Buch Reinventing Organizations von Frédéric Laloux. Es soll in erster Linie als praktischer Leitfaden für Führungskräfte dienen, die ihre Organisation neu erfinden und auf der Suche nach Inspiration sind, um bestimmte Managementpraktiken in ihrer Organisation zu CASES - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki Teal structures and practices Daily organizational practices Fundamental Assumptions KEY ORGANIZATIONAL STRUCTURES AND PRACTICES Key business processes. Strategy. Innovation and Product Development. Sales and Marketing. Purchasing and Investments. Budgeting and Controlling. Environmental and Social Management. Change Management.Crisis Management.
TRAINING AND COACHING In Red organizations it is important to learn about power: how it is acquired, and how it is used. This learning comes by watching and listening. There may be 'initiation' rites. There may be training in the tools of the trade. Beyond that, most knowledge is acquired by watching and listening as one obtains more and more seniority - likean
ORGANIZATIONAL STRUCTURE Holacracy is an organizational operating system adopted by hundreds of organizations around the world using a nested team structure. It refers to teams as “circles” and to the structure as a whole as a “holarchy” (as distinct from a hierarchy). EVOLUTIONARY PURPOSE Evolutionary Purpose. "Nothing endures except change"' Heraclitus Nature, humankind, relationships: everything evolves, driven by a life force, to adapt, transform and grow. From a Teal perspective, organizations are viewed as an independent energy field with a purpose that transcends its stakeholders. In this paradigm, we don’t own orSELF-MANAGEMENT
Self-organization is the life force of the world, thriving on the edge of chaos with just enough order to funnel its energy, but not so much as to slow down adaptation and learning. All stages of organizations prior to Teal have relied on a hierarchical power structure, with certain people exerting authority over others.TEAL CONCEPTS
Teal Concepts. Short resume about the main teal concepts described in the book. Self-Management. Wholeness. Evolutionary Purpose. AMBER PARADIGM AND ORGANIZATIONS Amber Paradigm and Organizations. The Amber stage of consciousness enabled humankind to develop organizations that could operate on an unprecedented scale. This led to the formation of bureaucracies institutions, and nation states, many of which have survived for centuries. Amber organizations strive for stability and arecharacterized by
ESBZ - REINVENTING ORGANIZATIONS WIKI ESBZ has an extraordinary trust and community-building practice based around storytelling: the “praise meeting.”Every Friday afternoon, the entire school— students, teachers, and staff— comes together for an hour in a large hall. They always start by singing a song together, to settle into community. PATAGONIA - REINVENTING ORGANIZATIONS WIKI Patagonia, Inc. is an American clothing company that markets and sells outdoor clothing. The company was founded by Yvon Chouinard in 1973 and is based in Ventura, California.Its logo is the outline of Mount Fitz Roy, the border between Chile and Argentina, in the region ofPatagonia.
HOME - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki. This wiki is based on the book Reinventing Organizations by Frédéric Laloux. Its primary purpose is to serve as a practical guide for leaders who are reinventing their organization and are looking for inspiration as they upgrade specific management practices in their organization. It is a labor of love, the ABOUT - REINVENTING ORGANIZATIONS WIKISEE MORE ON REINVENTINGORGANIZATIONSWIKI.COM FEEDBACK AND PERFORMANCE MANAGEMENT The three Teal breakthroughs are all directly connected with the way feedback is given and performance is managed. Individuals and teams are guided and motivated by the evolutionary purpose of the organization. This allows self-management rather than top-down management. Feedback given from a place of compassion and care recognizing the wholeness of people, facilitates open inquiry andDECISION MAKING
Managers draw up plans for approval based on their objectives. These plans guide decision-making toward the achievement of goals—for example, profit and market share. Team members are invited to suggest initiatives and participate in the decision-making GREEN PARADIGM AND ORGANIZATIONS Green organizations reflect the Green stage of consciousness , which strives for harmony, tolerance and equality. While retaining a pyramidal structure, Green organizations focus on empowerment to lift motivation and to create great workplaces. They go beyond the TEAL PARADIGM AND ORGANIZATIONS The Teal paradigm refers to the next stage in the evolution of human consciousness. When applied to organizations, this paradigm views the organization as an independent force with its own purpose, and not merely as a vehicle for achieving management's objectives. Teal organizations are characterized by self-organization andself-management.
FAVI - REINVENTING ORGANIZATIONS WIKI FAVI has two reasons for existence, two fundamental purposes: the first is to provide meaningful work in the area of Hallencourt, a rural area in northern France where good work is rare; the second is to give and receive love from clients. At FAVI, love, a word rarelyheard in
COMPENSATION AND INCENTIVES Generally, a boss can decide on a pay raise for his subordinates, often subject to HR (or institutional) guidelines or approval. In self-managing organizations, in the absence of bosses, the process to determine salaries and other types of compensation must be reinvented using the power of peer input.BSO / ORIGIN
BSO/Origin was founded in 1973 by Eckart Wintzen in the Netherlands. In the following 20 years, he grew the company to 10,000 people, setting up shop in 18 countries in Europe, South America, and Asia. The company’s structure consisted entirely of self-managing units,with
HOME - REINVENTING ORGANIZATIONS WIKI Dieses Wiki basiert auf dem Buch Reinventing Organizations von Frédéric Laloux. Es soll in erster Linie als praktischer Leitfaden für Führungskräfte dienen, die ihre Organisation neu erfinden und auf der Suche nach Inspiration sind, um bestimmte Managementpraktiken in ihrer Organisation zu HOME - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki. This wiki is based on the book Reinventing Organizations by Frédéric Laloux. Its primary purpose is to serve as a practical guide for leaders who are reinventing their organization and are looking for inspiration as they upgrade specific management practices in their organization. It is a labor of love, the ABOUT - REINVENTING ORGANIZATIONS WIKISEE MORE ON REINVENTINGORGANIZATIONSWIKI.COM FEEDBACK AND PERFORMANCE MANAGEMENT The three Teal breakthroughs are all directly connected with the way feedback is given and performance is managed. Individuals and teams are guided and motivated by the evolutionary purpose of the organization. This allows self-management rather than top-down management. Feedback given from a place of compassion and care recognizing the wholeness of people, facilitates open inquiry andDECISION MAKING
Managers draw up plans for approval based on their objectives. These plans guide decision-making toward the achievement of goals—for example, profit and market share. Team members are invited to suggest initiatives and participate in the decision-making GREEN PARADIGM AND ORGANIZATIONS Green organizations reflect the Green stage of consciousness , which strives for harmony, tolerance and equality. While retaining a pyramidal structure, Green organizations focus on empowerment to lift motivation and to create great workplaces. They go beyond the TEAL PARADIGM AND ORGANIZATIONS The Teal paradigm refers to the next stage in the evolution of human consciousness. When applied to organizations, this paradigm views the organization as an independent force with its own purpose, and not merely as a vehicle for achieving management's objectives. Teal organizations are characterized by self-organization andself-management.
FAVI - REINVENTING ORGANIZATIONS WIKI FAVI has two reasons for existence, two fundamental purposes: the first is to provide meaningful work in the area of Hallencourt, a rural area in northern France where good work is rare; the second is to give and receive love from clients. At FAVI, love, a word rarelyheard in
COMPENSATION AND INCENTIVES Generally, a boss can decide on a pay raise for his subordinates, often subject to HR (or institutional) guidelines or approval. In self-managing organizations, in the absence of bosses, the process to determine salaries and other types of compensation must be reinvented using the power of peer input.BSO / ORIGIN
BSO/Origin was founded in 1973 by Eckart Wintzen in the Netherlands. In the following 20 years, he grew the company to 10,000 people, setting up shop in 18 countries in Europe, South America, and Asia. The company’s structure consisted entirely of self-managing units,with
HOME - REINVENTING ORGANIZATIONS WIKI Dieses Wiki basiert auf dem Buch Reinventing Organizations von Frédéric Laloux. Es soll in erster Linie als praktischer Leitfaden für Führungskräfte dienen, die ihre Organisation neu erfinden und auf der Suche nach Inspiration sind, um bestimmte Managementpraktiken in ihrer Organisation zu CASES - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki Teal structures and practices Daily organizational practices Fundamental Assumptions KEY ORGANIZATIONAL STRUCTURES AND PRACTICES Key business processes. Strategy. Innovation and Product Development. Sales and Marketing. Purchasing and Investments. Budgeting and Controlling. Environmental and Social Management. Change Management.Crisis Management.
TRAINING AND COACHING In Red organizations it is important to learn about power: how it is acquired, and how it is used. This learning comes by watching and listening. There may be 'initiation' rites. There may be training in the tools of the trade. Beyond that, most knowledge is acquired by watching and listening as one obtains more and more seniority - likean
ORGANIZATIONAL STRUCTURE Holacracy is an organizational operating system adopted by hundreds of organizations around the world using a nested team structure. It refers to teams as “circles” and to the structure as a whole as a “holarchy” (as distinct from a hierarchy). EVOLUTIONARY PURPOSE Evolutionary Purpose. "Nothing endures except change"' Heraclitus Nature, humankind, relationships: everything evolves, driven by a life force, to adapt, transform and grow. From a Teal perspective, organizations are viewed as an independent energy field with a purpose that transcends its stakeholders. In this paradigm, we don’t own orSELF-MANAGEMENT
Self-organization is the life force of the world, thriving on the edge of chaos with just enough order to funnel its energy, but not so much as to slow down adaptation and learning. All stages of organizations prior to Teal have relied on a hierarchical power structure, with certain people exerting authority over others.TEAL CONCEPTS
Teal Concepts. Short resume about the main teal concepts described in the book. Self-Management. Wholeness. Evolutionary Purpose. AMBER PARADIGM AND ORGANIZATIONS Amber Paradigm and Organizations. The Amber stage of consciousness enabled humankind to develop organizations that could operate on an unprecedented scale. This led to the formation of bureaucracies institutions, and nation states, many of which have survived for centuries. Amber organizations strive for stability and arecharacterized by
ESBZ - REINVENTING ORGANIZATIONS WIKI ESBZ has an extraordinary trust and community-building practice based around storytelling: the “praise meeting.”Every Friday afternoon, the entire school— students, teachers, and staff— comes together for an hour in a large hall. They always start by singing a song together, to settle into community. PATAGONIA - REINVENTING ORGANIZATIONS WIKI Patagonia, Inc. is an American clothing company that markets and sells outdoor clothing. The company was founded by Yvon Chouinard in 1973 and is based in Ventura, California.Its logo is the outline of Mount Fitz Roy, the border between Chile and Argentina, in the region ofPatagonia.
HOME - REINVENTING ORGANIZATIONS WIKI This wiki is based on the book Reinventing Organizations by Frédéric Laloux. Its primary purpose is to serve as a practical guide for leaders who are reinventing their organization and are looking for inspiration as they upgrade specific management practices in theirorganization.
ABOUT - REINVENTING ORGANIZATIONS WIKISEE MORE ON REINVENTINGORGANIZATIONSWIKI.COM CASES - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki Teal structures and practices Daily organizational practices Fundamental Assumptions FEEDBACK AND PERFORMANCE MANAGEMENT The three Teal breakthroughs are all directly connected with the way feedback is given and performance is managed. Individuals and teams are guided and motivated by the evolutionary purpose of the organization. This allows self-management rather than top-down management. Feedback given from a place of compassion and care recognizing the wholeness of people, facilitates open inquiry and GREEN PARADIGM AND ORGANIZATIONS Green organizations reflect the Green stage of consciousness, which strives for harmony, tolerance and equality.While retaining a pyramidal structure, Green organizations focus on empowerment to lift motivation and to create great workplaces.DECISION MAKING
The advice process. Almost all Teal organizations use, in one form or another, what an early practitioner called the “advice process.”. It comes in many forms, but the essence is consistent: any person can make any decision after seeking advice from 1) everyone who will be meaningfully affected, and 2) people with expertise in the matter. FAVI - REINVENTING ORGANIZATIONS WIKI FAVI’s factory has more than 500 employees that are organized in 21 teams called “mini-factories” of 15 to 35 people. Most of the teams are dedicated to a specific customer or customer type (the Volkswagen team, the Audi team, the Volvo team, and so forth). TEAL PARADIGM AND ORGANIZATIONS The most exciting breakthroughs of the twenty-first century will not occur because of technology, but because of an expanding concept of what it means to be human. COMPENSATION AND INCENTIVES In Teal Organizations, compensation is determined not only in a different way, but takes on a fundamentally different nature and level of importance. Typically these organizations exhibit the following general characteristics with regard to compensation: People HOME - REINVENTING ORGANIZATIONS WIKI Dieses Wiki basiert auf dem Buch Reinventing Organizations von Frédéric Laloux. Es soll in erster Linie als praktischer Leitfaden für Führungskräfte dienen, die ihre Organisation neu erfinden und auf der Suche nach Inspiration sind, um bestimmte Managementpraktiken in ihrer Organisation zu HOME - REINVENTING ORGANIZATIONS WIKI This wiki is based on the book Reinventing Organizations by Frédéric Laloux. Its primary purpose is to serve as a practical guide for leaders who are reinventing their organization and are looking for inspiration as they upgrade specific management practices in theirorganization.
ABOUT - REINVENTING ORGANIZATIONS WIKISEE MORE ON REINVENTINGORGANIZATIONSWIKI.COM CASES - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki Teal structures and practices Daily organizational practices Fundamental Assumptions FEEDBACK AND PERFORMANCE MANAGEMENT The three Teal breakthroughs are all directly connected with the way feedback is given and performance is managed. Individuals and teams are guided and motivated by the evolutionary purpose of the organization. This allows self-management rather than top-down management. Feedback given from a place of compassion and care recognizing the wholeness of people, facilitates open inquiry and GREEN PARADIGM AND ORGANIZATIONS Green organizations reflect the Green stage of consciousness, which strives for harmony, tolerance and equality.While retaining a pyramidal structure, Green organizations focus on empowerment to lift motivation and to create great workplaces.DECISION MAKING
The advice process. Almost all Teal organizations use, in one form or another, what an early practitioner called the “advice process.”. It comes in many forms, but the essence is consistent: any person can make any decision after seeking advice from 1) everyone who will be meaningfully affected, and 2) people with expertise in the matter. FAVI - REINVENTING ORGANIZATIONS WIKI FAVI’s factory has more than 500 employees that are organized in 21 teams called “mini-factories” of 15 to 35 people. Most of the teams are dedicated to a specific customer or customer type (the Volkswagen team, the Audi team, the Volvo team, and so forth). TEAL PARADIGM AND ORGANIZATIONS The most exciting breakthroughs of the twenty-first century will not occur because of technology, but because of an expanding concept of what it means to be human. COMPENSATION AND INCENTIVES In Teal Organizations, compensation is determined not only in a different way, but takes on a fundamentally different nature and level of importance. Typically these organizations exhibit the following general characteristics with regard to compensation: People HOME - REINVENTING ORGANIZATIONS WIKI Dieses Wiki basiert auf dem Buch Reinventing Organizations von Frédéric Laloux. Es soll in erster Linie als praktischer Leitfaden für Führungskräfte dienen, die ihre Organisation neu erfinden und auf der Suche nach Inspiration sind, um bestimmte Managementpraktiken in ihrer Organisation zu KEY ORGANIZATIONAL STRUCTURES AND PRACTICES Reinventing Organizations Wiki Teal structures and practices Daily organizational practices Fundamental Assumptions TRAINING AND COACHING A new perspective. Teal organizations are self-managed, and can provide exceptional learning opportunities. Everyone is encouraged to develop their roles and, the more they embrace opportunities, the morethey learn.
TEAL CONCEPTS
Teal Concepts. Short resume about the main teal concepts described in the book. Self-Management; Wholeness; Evolutionary Purpose; History of Organizational Development EVOLUTIONARY PURPOSE In a Teal organization, the ego driven desire for self-preservation is replaced by a powerful drive to do work that has meaning and purpose. The concept of ‘being the best’ becomes a hollow aim unless the organization is doing something worthy of the energy, talents and creativity of the people who work there. FUNDAMENTAL ASSUMPTIONS The traditional values document is often a rather disappointing instrument for cultural change. If there is a perceivable difference between theory and practice, between the official policy and experienced reality.BSO / ORIGIN
BSO/Origin was founded in 1973 by Eckart Wintzen in the Netherlands. In the following 20 years, he grew the company to 10,000 people, setting up shop in 18 countries in Europe, South America, and Asia. ESBZ - REINVENTING ORGANIZATIONS WIKI ESBZ has an extraordinary trust and community-building practice based around storytelling: the “praise meeting.”Every Friday afternoon, the entire school— students, teachers, and staff— comes together for an hour in a large hall. They always start by singing a song together, to settle into community. AMBER PARADIGM AND ORGANIZATIONS The Amber stage of consciousness enabled humankind to develop organizations that could operate on an unprecedented scale. This led to the formation of bureaucracies institutions, and nation states, many of which have survived for centuries. W.L.GORE - REINVENTING ORGANIZATIONS WIKI Contribution process. Once a year, within each team (typically groups of 10 people in roughly the same function), everyone ranks the others from 1 to 9 (contrary to Holacracy, you don’t rank yourself in the list) based on their past and expected future contribution. BUURTZORG - REINVENTING ORGANIZATIONS WIKI Buurtzorg Nederland is a Dutch home-care organization which has attracted international attention for its innovative use of independent nurse teams in delivering relatively low-cost care. Buurtzorg is Dutch for “neighborhood care”. History. It was founded in 2006 in the small city of Almelo by Jos de Blok and a small team of professional nurses who were dissatisfied with the delivery of HOME - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki. This wiki is based on the book Reinventing Organizations by Frédéric Laloux. Its primary purpose is to serve as a practical guide for leaders who are reinventing their organization and are looking for inspiration as they upgrade specific management practices in their organization. It is a labor of love, the ABOUT - REINVENTING ORGANIZATIONS WIKISEE MORE ON REINVENTINGORGANIZATIONSWIKI.COM CASES - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki Teal structures and practices Daily organizational practices Fundamental Assumptions FEEDBACK AND PERFORMANCE MANAGEMENT The three Teal breakthroughs are all directly connected with the way feedback is given and performance is managed. Individuals and teams are guided and motivated by the evolutionary purpose of the organization. This allows self-management rather than top-down management. Feedback given from a place of compassion and care recognizing the wholeness of people, facilitates open inquiry andDECISION MAKING
Managers draw up plans for approval based on their objectives. These plans guide decision-making toward the achievement of goals—for example, profit and market share. Team members are invited to suggest initiatives and participate in the decision-making GREEN PARADIGM AND ORGANIZATIONS Green organizations reflect the Green stage of consciousness , which strives for harmony, tolerance and equality. While retaining a pyramidal structure, Green organizations focus on empowerment to lift motivation and to create great workplaces. They go beyond the FAVI - REINVENTING ORGANIZATIONS WIKI FAVI has two reasons for existence, two fundamental purposes: the first is to provide meaningful work in the area of Hallencourt, a rural area in northern France where good work is rare; the second is to give and receive love from clients. At FAVI, love, a word rarelyheard in
TEAL PARADIGM AND ORGANIZATIONS The Teal paradigm refers to the next stage in the evolution of human consciousness. When applied to organizations, this paradigm views the organization as an independent force with its own purpose, and not merely as a vehicle for achieving management's objectives. Teal organizations are characterized by self-organization andself-management.
COMPENSATION AND INCENTIVES Generally, a boss can decide on a pay raise for his subordinates, often subject to HR (or institutional) guidelines or approval. In self-managing organizations, in the absence of bosses, the process to determine salaries and other types of compensation must be reinvented using the power of peer input. HOME - REINVENTING ORGANIZATIONS WIKI Dieses Wiki basiert auf dem Buch Reinventing Organizations von Frédéric Laloux. Es soll in erster Linie als praktischer Leitfaden für Führungskräfte dienen, die ihre Organisation neu erfinden und auf der Suche nach Inspiration sind, um bestimmte Managementpraktiken in ihrer Organisation zu HOME - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki. This wiki is based on the book Reinventing Organizations by Frédéric Laloux. Its primary purpose is to serve as a practical guide for leaders who are reinventing their organization and are looking for inspiration as they upgrade specific management practices in their organization. It is a labor of love, the ABOUT - REINVENTING ORGANIZATIONS WIKISEE MORE ON REINVENTINGORGANIZATIONSWIKI.COM CASES - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki Teal structures and practices Daily organizational practices Fundamental Assumptions FEEDBACK AND PERFORMANCE MANAGEMENT The three Teal breakthroughs are all directly connected with the way feedback is given and performance is managed. Individuals and teams are guided and motivated by the evolutionary purpose of the organization. This allows self-management rather than top-down management. Feedback given from a place of compassion and care recognizing the wholeness of people, facilitates open inquiry andDECISION MAKING
Managers draw up plans for approval based on their objectives. These plans guide decision-making toward the achievement of goals—for example, profit and market share. Team members are invited to suggest initiatives and participate in the decision-making GREEN PARADIGM AND ORGANIZATIONS Green organizations reflect the Green stage of consciousness , which strives for harmony, tolerance and equality. While retaining a pyramidal structure, Green organizations focus on empowerment to lift motivation and to create great workplaces. They go beyond the FAVI - REINVENTING ORGANIZATIONS WIKI FAVI has two reasons for existence, two fundamental purposes: the first is to provide meaningful work in the area of Hallencourt, a rural area in northern France where good work is rare; the second is to give and receive love from clients. At FAVI, love, a word rarelyheard in
TEAL PARADIGM AND ORGANIZATIONS The Teal paradigm refers to the next stage in the evolution of human consciousness. When applied to organizations, this paradigm views the organization as an independent force with its own purpose, and not merely as a vehicle for achieving management's objectives. Teal organizations are characterized by self-organization andself-management.
COMPENSATION AND INCENTIVES Generally, a boss can decide on a pay raise for his subordinates, often subject to HR (or institutional) guidelines or approval. In self-managing organizations, in the absence of bosses, the process to determine salaries and other types of compensation must be reinvented using the power of peer input. HOME - REINVENTING ORGANIZATIONS WIKI Dieses Wiki basiert auf dem Buch Reinventing Organizations von Frédéric Laloux. Es soll in erster Linie als praktischer Leitfaden für Führungskräfte dienen, die ihre Organisation neu erfinden und auf der Suche nach Inspiration sind, um bestimmte Managementpraktiken in ihrer Organisation zu COMPENSATION AND INCENTIVES Generally, a boss can decide on a pay raise for his subordinates, often subject to HR (or institutional) guidelines or approval. In self-managing organizations, in the absence of bosses, the process to determine salaries and other types of compensation must be reinvented using the power of peer input. FUNDAMENTAL ASSUMPTIONS Red Organizations. Fundamental assumptions from a Red perspective are: The world has endless resources that can be exploited. People outside the organization/tribe can be exploited too. The world is a hostile place. "It is me or you". Conquered territory has to EVOLUTIONARY PURPOSE Evolutionary Purpose. "Nothing endures except change"' Heraclitus Nature, humankind, relationships: everything evolves, driven by a life force, to adapt, transform and grow. From a Teal perspective, organizations are viewed as an independent energy field with a purpose that transcends its stakeholders. In this paradigm, we don’t own orTEAL CONCEPTS
Teal Concepts. Short resume about the main teal concepts described in the book. Self-Management. Wholeness. Evolutionary Purpose.BSO / ORIGIN
BSO/Origin was founded in 1973 by Eckart Wintzen in the Netherlands. In the following 20 years, he grew the company to 10,000 people, setting up shop in 18 countries in Europe, South America, and Asia. The company’s structure consisted entirely of self-managing units,with
AMBER PARADIGM AND ORGANIZATIONS Amber Paradigm and Organizations. The Amber stage of consciousness enabled humankind to develop organizations that could operate on an unprecedented scale. This led to the formation of bureaucracies institutions, and nation states, many of which have survived for centuries. Amber organizations strive for stability and arecharacterized by
ESBZ - REINVENTING ORGANIZATIONS WIKI ESBZ has an extraordinary trust and community-building practice based around storytelling: the “praise meeting.”Every Friday afternoon, the entire school— students, teachers, and staff— comes together for an hour in a large hall. They always start by singing a song together, to settle into community. PATAGONIA - REINVENTING ORGANIZATIONS WIKI Patagonia, Inc. is an American clothing company that markets and sells outdoor clothing. The company was founded by Yvon Chouinard in 1973 and is based in Ventura, California.Its logo is the outline of Mount Fitz Roy, the border between Chile and Argentina, in the region ofPatagonia.
W.L.GORE - REINVENTING ORGANIZATIONS WIKI Teal Practices. Gore uses a ranking system, calibrated by two panels, to decide on salaries. Once a year, within each team (typically groups of 10 people in roughly the same function), everyone ranks the others from 1 to 9 (contrary to Holacracy, you don’t rank yourself in the list) based on their past and expected future contribution. TheINFORMATION FLOW
Information flow through the system is founded on “open book” management, with inputs from all stakeholders being given equal consideration. The information content of the "open books" is still defined by "rulers" in a hierarchical structure, but those in positions of authority focus on listening to, encouraging and motivating their teams. HOME - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki. This wiki is based on the book Reinventing Organizations by Frédéric Laloux. Its primary purpose is to serve as a practical guide for leaders who are reinventing their organization and are looking for inspiration as they upgrade specific management practices in their organization. It is a labor of love, the ABOUT - REINVENTING ORGANIZATIONS WIKISEE MORE ON REINVENTINGORGANIZATIONSWIKI.COM CASES - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki Teal structures and practices Daily organizational practices Fundamental Assumptions FEEDBACK AND PERFORMANCE MANAGEMENT The three Teal breakthroughs are all directly connected with the way feedback is given and performance is managed. Individuals and teams are guided and motivated by the evolutionary purpose of the organization. This allows self-management rather than top-down management. Feedback given from a place of compassion and care recognizing the wholeness of people, facilitates open inquiry and GREEN PARADIGM AND ORGANIZATIONS Green organizations reflect the Green stage of consciousness , which strives for harmony, tolerance and equality. While retaining a pyramidal structure, Green organizations focus on empowerment to lift motivation and to create great workplaces. They go beyond theDECISION MAKING
Managers draw up plans for approval based on their objectives. These plans guide decision-making toward the achievement of goals—for example, profit and market share. Team members are invited to suggest initiatives and participate in the decision-making TEAL PARADIGM AND ORGANIZATIONS The Teal paradigm refers to the next stage in the evolution of human consciousness. When applied to organizations, this paradigm views the organization as an independent force with its own purpose, and not merely as a vehicle for achieving management's objectives. Teal organizations are characterized by self-organization andself-management.
FAVI - REINVENTING ORGANIZATIONS WIKI FAVI has two reasons for existence, two fundamental purposes: the first is to provide meaningful work in the area of Hallencourt, a rural area in northern France where good work is rare; the second is to give and receive love from clients. At FAVI, love, a word rarelyheard in
COMPENSATION AND INCENTIVES Generally, a boss can decide on a pay raise for his subordinates, often subject to HR (or institutional) guidelines or approval. In self-managing organizations, in the absence of bosses, the process to determine salaries and other types of compensation must be reinvented using the power of peer input. HOME - REINVENTING ORGANIZATIONS WIKI Dieses Wiki basiert auf dem Buch Reinventing Organizations von Frédéric Laloux. Es soll in erster Linie als praktischer Leitfaden für Führungskräfte dienen, die ihre Organisation neu erfinden und auf der Suche nach Inspiration sind, um bestimmte Managementpraktiken in ihrer Organisation zu HOME - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki. This wiki is based on the book Reinventing Organizations by Frédéric Laloux. Its primary purpose is to serve as a practical guide for leaders who are reinventing their organization and are looking for inspiration as they upgrade specific management practices in their organization. It is a labor of love, the ABOUT - REINVENTING ORGANIZATIONS WIKISEE MORE ON REINVENTINGORGANIZATIONSWIKI.COM CASES - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki Teal structures and practices Daily organizational practices Fundamental Assumptions FEEDBACK AND PERFORMANCE MANAGEMENT The three Teal breakthroughs are all directly connected with the way feedback is given and performance is managed. Individuals and teams are guided and motivated by the evolutionary purpose of the organization. This allows self-management rather than top-down management. Feedback given from a place of compassion and care recognizing the wholeness of people, facilitates open inquiry and GREEN PARADIGM AND ORGANIZATIONS Green organizations reflect the Green stage of consciousness , which strives for harmony, tolerance and equality. While retaining a pyramidal structure, Green organizations focus on empowerment to lift motivation and to create great workplaces. They go beyond theDECISION MAKING
Managers draw up plans for approval based on their objectives. These plans guide decision-making toward the achievement of goals—for example, profit and market share. Team members are invited to suggest initiatives and participate in the decision-making TEAL PARADIGM AND ORGANIZATIONS The Teal paradigm refers to the next stage in the evolution of human consciousness. When applied to organizations, this paradigm views the organization as an independent force with its own purpose, and not merely as a vehicle for achieving management's objectives. Teal organizations are characterized by self-organization andself-management.
FAVI - REINVENTING ORGANIZATIONS WIKI FAVI has two reasons for existence, two fundamental purposes: the first is to provide meaningful work in the area of Hallencourt, a rural area in northern France where good work is rare; the second is to give and receive love from clients. At FAVI, love, a word rarelyheard in
COMPENSATION AND INCENTIVES Generally, a boss can decide on a pay raise for his subordinates, often subject to HR (or institutional) guidelines or approval. In self-managing organizations, in the absence of bosses, the process to determine salaries and other types of compensation must be reinvented using the power of peer input. HOME - REINVENTING ORGANIZATIONS WIKI Dieses Wiki basiert auf dem Buch Reinventing Organizations von Frédéric Laloux. Es soll in erster Linie als praktischer Leitfaden für Führungskräfte dienen, die ihre Organisation neu erfinden und auf der Suche nach Inspiration sind, um bestimmte Managementpraktiken in ihrer Organisation zu CASES - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki Teal structures and practices Daily organizational practices Fundamental Assumptions KEY ORGANIZATIONAL STRUCTURES AND PRACTICES Key business processes. Strategy. Innovation and Product Development. Sales and Marketing. Purchasing and Investments. Budgeting and Controlling. Environmental and Social Management. Change Management.Crisis Management.
ORGANIZATIONAL STRUCTURE Holacracy is an organizational operating system adopted by hundreds of organizations around the world using a nested team structure. It refers to teams as “circles” and to the structure as a whole as a “holarchy” (as distinct from a hierarchy). FUNDAMENTAL ASSUMPTIONS Red Organizations. Fundamental assumptions from a Red perspective are: The world has endless resources that can be exploited. People outside the organization/tribe can be exploited too. The world is a hostile place. "It is me or you". Conquered territory has to EVOLUTIONARY PURPOSE Evolutionary Purpose. "Nothing endures except change"' Heraclitus Nature, humankind, relationships: everything evolves, driven by a life force, to adapt, transform and grow. From a Teal perspective, organizations are viewed as an independent energy field with a purpose that transcends its stakeholders. In this paradigm, we don’t own orTEAL CONCEPTS
Teal Concepts. Short resume about the main teal concepts described in the book. Self-Management. Wholeness. Evolutionary Purpose. ROLE DEFINITION AND ALLOCATION In Red Organizations the status of group members is denoted by their proximity to the leader. Role allocation is at his discretion (or that of his close allies). A failure to align with the leader’s wishes will likely result in a loss of status. Loyalty and success are likely to earn more power. Family ties to the leader may also determine ESBZ - REINVENTING ORGANIZATIONS WIKI ESBZ has an extraordinary trust and community-building practice based around storytelling: the “praise meeting.”Every Friday afternoon, the entire school— students, teachers, and staff— comes together for an hour in a large hall. They always start by singing a song together, to settle into community.BSO / ORIGIN
BSO/Origin was founded in 1973 by Eckart Wintzen in the Netherlands. In the following 20 years, he grew the company to 10,000 people, setting up shop in 18 countries in Europe, South America, and Asia. The company’s structure consisted entirely of self-managing units,with
CONFLICT RESOLUTION
Conflict resolution is a vital piece of the system in a Teal organization. If there is no boss to act as a conflict meditator, then a new process to handle conflict is required. In a Teal organization, conflict resolution is based on peer relationships. Without this approach, the organization would find it very difficult, if notimpossible, to
HOME - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki. This wiki is based on the book Reinventing Organizations by Frédéric Laloux. Its primary purpose is to serve as a practical guide for leaders who are reinventing their organization and are looking for inspiration as they upgrade specific management practices in their organization. It is a labor of love, the ABOUT - REINVENTING ORGANIZATIONS WIKISEE MORE ON REINVENTINGORGANIZATIONSWIKI.COM CASES - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki Teal structures and practices Daily organizational practices Fundamental Assumptions FEEDBACK AND PERFORMANCE MANAGEMENT The three Teal breakthroughs are all directly connected with the way feedback is given and performance is managed. Individuals and teams are guided and motivated by the evolutionary purpose of the organization. This allows self-management rather than top-down management. Feedback given from a place of compassion and care recognizing the wholeness of people, facilitates open inquiry and GREEN PARADIGM AND ORGANIZATIONS Green organizations reflect the Green stage of consciousness , which strives for harmony, tolerance and equality. While retaining a pyramidal structure, Green organizations focus on empowerment to lift motivation and to create great workplaces. They go beyond theDECISION MAKING
Managers draw up plans for approval based on their objectives. These plans guide decision-making toward the achievement of goals—for example, profit and market share. Team members are invited to suggest initiatives and participate in the decision-making TEAL PARADIGM AND ORGANIZATIONS The Teal paradigm refers to the next stage in the evolution of human consciousness. When applied to organizations, this paradigm views the organization as an independent force with its own purpose, and not merely as a vehicle for achieving management's objectives. Teal organizations are characterized by self-organization andself-management.
FAVI - REINVENTING ORGANIZATIONS WIKI FAVI has two reasons for existence, two fundamental purposes: the first is to provide meaningful work in the area of Hallencourt, a rural area in northern France where good work is rare; the second is to give and receive love from clients. At FAVI, love, a word rarelyheard in
COMPENSATION AND INCENTIVES Generally, a boss can decide on a pay raise for his subordinates, often subject to HR (or institutional) guidelines or approval. In self-managing organizations, in the absence of bosses, the process to determine salaries and other types of compensation must be reinvented using the power of peer input. HOME - REINVENTING ORGANIZATIONS WIKI Dieses Wiki basiert auf dem Buch Reinventing Organizations von Frédéric Laloux. Es soll in erster Linie als praktischer Leitfaden für Führungskräfte dienen, die ihre Organisation neu erfinden und auf der Suche nach Inspiration sind, um bestimmte Managementpraktiken in ihrer Organisation zu HOME - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki. This wiki is based on the book Reinventing Organizations by Frédéric Laloux. Its primary purpose is to serve as a practical guide for leaders who are reinventing their organization and are looking for inspiration as they upgrade specific management practices in their organization. It is a labor of love, the ABOUT - REINVENTING ORGANIZATIONS WIKISEE MORE ON REINVENTINGORGANIZATIONSWIKI.COM CASES - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki Teal structures and practices Daily organizational practices Fundamental Assumptions FEEDBACK AND PERFORMANCE MANAGEMENT The three Teal breakthroughs are all directly connected with the way feedback is given and performance is managed. Individuals and teams are guided and motivated by the evolutionary purpose of the organization. This allows self-management rather than top-down management. Feedback given from a place of compassion and care recognizing the wholeness of people, facilitates open inquiry and GREEN PARADIGM AND ORGANIZATIONS Green organizations reflect the Green stage of consciousness , which strives for harmony, tolerance and equality. While retaining a pyramidal structure, Green organizations focus on empowerment to lift motivation and to create great workplaces. They go beyond theDECISION MAKING
Managers draw up plans for approval based on their objectives. These plans guide decision-making toward the achievement of goals—for example, profit and market share. Team members are invited to suggest initiatives and participate in the decision-making TEAL PARADIGM AND ORGANIZATIONS The Teal paradigm refers to the next stage in the evolution of human consciousness. When applied to organizations, this paradigm views the organization as an independent force with its own purpose, and not merely as a vehicle for achieving management's objectives. Teal organizations are characterized by self-organization andself-management.
FAVI - REINVENTING ORGANIZATIONS WIKI FAVI has two reasons for existence, two fundamental purposes: the first is to provide meaningful work in the area of Hallencourt, a rural area in northern France where good work is rare; the second is to give and receive love from clients. At FAVI, love, a word rarelyheard in
COMPENSATION AND INCENTIVES Generally, a boss can decide on a pay raise for his subordinates, often subject to HR (or institutional) guidelines or approval. In self-managing organizations, in the absence of bosses, the process to determine salaries and other types of compensation must be reinvented using the power of peer input. HOME - REINVENTING ORGANIZATIONS WIKI Dieses Wiki basiert auf dem Buch Reinventing Organizations von Frédéric Laloux. Es soll in erster Linie als praktischer Leitfaden für Führungskräfte dienen, die ihre Organisation neu erfinden und auf der Suche nach Inspiration sind, um bestimmte Managementpraktiken in ihrer Organisation zu CASES - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki Teal structures and practices Daily organizational practices Fundamental Assumptions KEY ORGANIZATIONAL STRUCTURES AND PRACTICES Key business processes. Strategy. Innovation and Product Development. Sales and Marketing. Purchasing and Investments. Budgeting and Controlling. Environmental and Social Management. Change Management.Crisis Management.
ORGANIZATIONAL STRUCTURE Holacracy is an organizational operating system adopted by hundreds of organizations around the world using a nested team structure. It refers to teams as “circles” and to the structure as a whole as a “holarchy” (as distinct from a hierarchy). FUNDAMENTAL ASSUMPTIONS Red Organizations. Fundamental assumptions from a Red perspective are: The world has endless resources that can be exploited. People outside the organization/tribe can be exploited too. The world is a hostile place. "It is me or you". Conquered territory has to EVOLUTIONARY PURPOSE Evolutionary Purpose. "Nothing endures except change"' Heraclitus Nature, humankind, relationships: everything evolves, driven by a life force, to adapt, transform and grow. From a Teal perspective, organizations are viewed as an independent energy field with a purpose that transcends its stakeholders. In this paradigm, we don’t own orTEAL CONCEPTS
Teal Concepts. Short resume about the main teal concepts described in the book. Self-Management. Wholeness. Evolutionary Purpose. ROLE DEFINITION AND ALLOCATION In Red Organizations the status of group members is denoted by their proximity to the leader. Role allocation is at his discretion (or that of his close allies). A failure to align with the leader’s wishes will likely result in a loss of status. Loyalty and success are likely to earn more power. Family ties to the leader may also determine ESBZ - REINVENTING ORGANIZATIONS WIKI ESBZ has an extraordinary trust and community-building practice based around storytelling: the “praise meeting.”Every Friday afternoon, the entire school— students, teachers, and staff— comes together for an hour in a large hall. They always start by singing a song together, to settle into community.BSO / ORIGIN
BSO/Origin was founded in 1973 by Eckart Wintzen in the Netherlands. In the following 20 years, he grew the company to 10,000 people, setting up shop in 18 countries in Europe, South America, and Asia. The company’s structure consisted entirely of self-managing units,with
CONFLICT RESOLUTION
Conflict resolution is a vital piece of the system in a Teal organization. If there is no boss to act as a conflict meditator, then a new process to handle conflict is required. In a Teal organization, conflict resolution is based on peer relationships. Without this approach, the organization would find it very difficult, if notimpossible, to
HOME - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki. This wiki is based on the book Reinventing Organizations by Frédéric Laloux. Its primary purpose is to serve as a practical guide for leaders who are reinventing their organization and are looking for inspiration as they upgrade specific management practices in their organization. It is a labor of love, the ABOUT - REINVENTING ORGANIZATIONS WIKISEE MORE ON REINVENTINGORGANIZATIONSWIKI.COM CASES - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki Teal structures and practices Daily organizational practices Fundamental Assumptions FEEDBACK AND PERFORMANCE MANAGEMENT The three Teal breakthroughs are all directly connected with the way feedback is given and performance is managed. Individuals and teams are guided and motivated by the evolutionary purpose of the organization. This allows self-management rather than top-down management. Feedback given from a place of compassion and care recognizing the wholeness of people, facilitates open inquiry and GREEN PARADIGM AND ORGANIZATIONS Green organizations reflect the Green stage of consciousness , which strives for harmony, tolerance and equality. While retaining a pyramidal structure, Green organizations focus on empowerment to lift motivation and to create great workplaces. They go beyond theDECISION MAKING
Managers draw up plans for approval based on their objectives. These plans guide decision-making toward the achievement of goals—for example, profit and market share. Team members are invited to suggest initiatives and participate in the decision-making TEAL PARADIGM AND ORGANIZATIONS The Teal paradigm refers to the next stage in the evolution of human consciousness. When applied to organizations, this paradigm views the organization as an independent force with its own purpose, and not merely as a vehicle for achieving management's objectives. Teal organizations are characterized by self-organization andself-management.
FAVI - REINVENTING ORGANIZATIONS WIKI FAVI has two reasons for existence, two fundamental purposes: the first is to provide meaningful work in the area of Hallencourt, a rural area in northern France where good work is rare; the second is to give and receive love from clients. At FAVI, love, a word rarelyheard in
COMPENSATION AND INCENTIVES Generally, a boss can decide on a pay raise for his subordinates, often subject to HR (or institutional) guidelines or approval. In self-managing organizations, in the absence of bosses, the process to determine salaries and other types of compensation must be reinvented using the power of peer input. HOME - REINVENTING ORGANIZATIONS WIKI Dieses Wiki basiert auf dem Buch Reinventing Organizations von Frédéric Laloux. Es soll in erster Linie als praktischer Leitfaden für Führungskräfte dienen, die ihre Organisation neu erfinden und auf der Suche nach Inspiration sind, um bestimmte Managementpraktiken in ihrer Organisation zu HOME - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki. This wiki is based on the book Reinventing Organizations by Frédéric Laloux. Its primary purpose is to serve as a practical guide for leaders who are reinventing their organization and are looking for inspiration as they upgrade specific management practices in their organization. It is a labor of love, the ABOUT - REINVENTING ORGANIZATIONS WIKISEE MORE ON REINVENTINGORGANIZATIONSWIKI.COM CASES - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki Teal structures and practices Daily organizational practices Fundamental Assumptions FEEDBACK AND PERFORMANCE MANAGEMENT The three Teal breakthroughs are all directly connected with the way feedback is given and performance is managed. Individuals and teams are guided and motivated by the evolutionary purpose of the organization. This allows self-management rather than top-down management. Feedback given from a place of compassion and care recognizing the wholeness of people, facilitates open inquiry and GREEN PARADIGM AND ORGANIZATIONS Green organizations reflect the Green stage of consciousness , which strives for harmony, tolerance and equality. While retaining a pyramidal structure, Green organizations focus on empowerment to lift motivation and to create great workplaces. They go beyond theDECISION MAKING
Managers draw up plans for approval based on their objectives. These plans guide decision-making toward the achievement of goals—for example, profit and market share. Team members are invited to suggest initiatives and participate in the decision-making TEAL PARADIGM AND ORGANIZATIONS The Teal paradigm refers to the next stage in the evolution of human consciousness. When applied to organizations, this paradigm views the organization as an independent force with its own purpose, and not merely as a vehicle for achieving management's objectives. Teal organizations are characterized by self-organization andself-management.
FAVI - REINVENTING ORGANIZATIONS WIKI FAVI has two reasons for existence, two fundamental purposes: the first is to provide meaningful work in the area of Hallencourt, a rural area in northern France where good work is rare; the second is to give and receive love from clients. At FAVI, love, a word rarelyheard in
COMPENSATION AND INCENTIVES Generally, a boss can decide on a pay raise for his subordinates, often subject to HR (or institutional) guidelines or approval. In self-managing organizations, in the absence of bosses, the process to determine salaries and other types of compensation must be reinvented using the power of peer input. HOME - REINVENTING ORGANIZATIONS WIKI Dieses Wiki basiert auf dem Buch Reinventing Organizations von Frédéric Laloux. Es soll in erster Linie als praktischer Leitfaden für Führungskräfte dienen, die ihre Organisation neu erfinden und auf der Suche nach Inspiration sind, um bestimmte Managementpraktiken in ihrer Organisation zu CASES - REINVENTING ORGANIZATIONS WIKI Reinventing Organizations Wiki Teal structures and practices Daily organizational practices Fundamental Assumptions KEY ORGANIZATIONAL STRUCTURES AND PRACTICES Key business processes. Strategy. Innovation and Product Development. Sales and Marketing. Purchasing and Investments. Budgeting and Controlling. Environmental and Social Management. Change Management.Crisis Management.
ORGANIZATIONAL STRUCTURE Holacracy is an organizational operating system adopted by hundreds of organizations around the world using a nested team structure. It refers to teams as “circles” and to the structure as a whole as a “holarchy” (as distinct from a hierarchy). FUNDAMENTAL ASSUMPTIONS Red Organizations. Fundamental assumptions from a Red perspective are: The world has endless resources that can be exploited. People outside the organization/tribe can be exploited too. The world is a hostile place. "It is me or you". Conquered territory has to EVOLUTIONARY PURPOSE Evolutionary Purpose. "Nothing endures except change"' Heraclitus Nature, humankind, relationships: everything evolves, driven by a life force, to adapt, transform and grow. From a Teal perspective, organizations are viewed as an independent energy field with a purpose that transcends its stakeholders. In this paradigm, we don’t own orTEAL CONCEPTS
Teal Concepts. Short resume about the main teal concepts described in the book. Self-Management. Wholeness. Evolutionary Purpose. ROLE DEFINITION AND ALLOCATION In Red Organizations the status of group members is denoted by their proximity to the leader. Role allocation is at his discretion (or that of his close allies). A failure to align with the leader’s wishes will likely result in a loss of status. Loyalty and success are likely to earn more power. Family ties to the leader may also determine ESBZ - REINVENTING ORGANIZATIONS WIKI ESBZ has an extraordinary trust and community-building practice based around storytelling: the “praise meeting.”Every Friday afternoon, the entire school— students, teachers, and staff— comes together for an hour in a large hall. They always start by singing a song together, to settle into community.BSO / ORIGIN
BSO/Origin was founded in 1973 by Eckart Wintzen in the Netherlands. In the following 20 years, he grew the company to 10,000 people, setting up shop in 18 countries in Europe, South America, and Asia. The company’s structure consisted entirely of self-managing units,with
CONFLICT RESOLUTION
Conflict resolution is a vital piece of the system in a Teal organization. If there is no boss to act as a conflict meditator, then a new process to handle conflict is required. In a Teal organization, conflict resolution is based on peer relationships. Without this approach, the organization would find it very difficult, if notimpossible, to
openMenu Reinventing Organizations Wiki * Teal structures and practices * Daily organizational practices * Fundamental Assumptions* Meetings
* Decision Making
* Conflict resolution* Information Flow
* Culture and Values* Safe Space
* Team and Community Building* Mood Management
* A l'écoute de la raison d'être * Key business processes* Strategy
* Innovation and Product Development * Sales and Marketing * Purchasing and Investments * Budgeting and Controlling * Environmental and Social Management* Change Management
* Crisis Management
* People practices ("HR")* Recruitment
* Onboarding
* Training and Coaching * Commitment, Working Hours and Flexibility * Job Titles and Job Descriptions * Objectives and Target Setting * Feedback and Performance Management * Compensation and incentives * Role Definition and Allocation* Dismissal
* Structure of an organization * Organizational Structure* Staff Functions
* Coordination
* Project teams and task forces* Board
* Ownership
* Background articles * History of organizational evolution * Developmental Perspective on Organizations * Red Paradigm and Organizations * Amber Paradigm and Organizations * Orange Paradigm and Organizations * Green Paradigm and Organizations * Teal Paradigm and Organizations* Teal concepts
* Self-Management
* Evolutionary Purpose* Wholeness
* Cases
A hearty welcome to the refreshed REINVENTING ORGANIZATIONS WIKI This wiki is based on the book Reinventing Organizations by Frédéric Laloux. Its primary purpose is to serve as a practical guide for leaders who are reinventing their organization and are looking for inspiration as they upgrade specific management practices in theirorganization.
It is a labor of love, the work of a joyful community, dedicated to soulful organizations everywhere coming to life. We invite you to join us and contribute to add cases and insights to this wiki. Click here for accessing translations of this Wiki (Hungarian, Chinese and Spanish are available today - Polish, Russian, French, Italian, Turkish and German are in progress) Discover Teal Practices A NEW PARADIGM IN PRACTICE* Teal Concepts
* Key structures and practices * Concrete cases for inspiration NEW AND UPDATED ORGANIZATIONS See all organizations * Jaipur Rugs April 6, 2021 * Patagonia November 17, 2020 * FAVI November 17, 2020 * Valve November 17, 2020 * Hanno November 17, 2020 * Buurtzorg November 17, 2020Donate
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