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Creating Organizations Inspired by the Next Stage of Human Consciousness

 

Self-Managing Organizations: The Next Wave?

Up to this point in history, we’ve organized work based on four very different worldviews: impulsive, conformist, achievement and pluralistic.

This organizational evolution is tied to four stages of human consciousness proposed by psychologists Clare Graves, Don Beck and others, as summarized by Frederic Laloux in Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness (Nelson Parker, 2014):

  • Impulsive-Red: Tribe, crime cartels and gangs run by a powerful chief
  • Conformist-Amber: Religions, the military, and schools run by rules and social norms
  • Achievement-Orange: Corporations and businesses driven by innovation, incentives, goals, profits, competition and egos
  • Pluralistic-Green: Nonprofit and service organizations driven by a culture of shared values, purpose, fairness, consensus, and respect for the community and environment

Most corporations today are organized around an Achievement-Orange worldview. Leadership is goal-oriented, focused on solving tangible problems and favoring tasks over relationships.

Pluralistic-Green organizations emphasize bottom-up processes, gathering input from all stakeholders to achieve consensus. The Green perspective is uneasy with power and hierarchy.

In small but increasing numbers, leaders are thinking beyond Green, striving to attain the next stage of consciousness. Progressive leaders are reinventing the way they organize work with the Evolutionary-Teal Paradigm, which encourages people to be:

  1. Self-managed
  2. Driven by a culture of shared power, responsibility, wholeness and higher purpose

Teal organizations have discovered that effective operation requires a system based on peer relationships, without hierarchy or consensus. Why is this so important?

Achievement-Orange organizations traditionally face a big problem: division of power. When people are classified as either powerful or powerless, competitive wars of ego, ambition, politics, mistrust, fear and greed can thrive.

This unequal distribution of power accounts for the widespread lack of engagement reported by many employee surveys. In fact, only a third of today’s employees are engaged; the rest are either actively disengaged or feel unsupported.

In Evolutionary-Teal organizations, small self-organizing teams make decisions and take responsibility for results. They answer to themselves. If something doesn’t work, they revise the strategy, budget and targets. They monitor their own performance and make adjustments, as necessary. They hold meetings on an ad hoc basis.

Organizing People Successfully

Productive self-management rarely happens spontaneously. Companies need ground rules to make it work:

  • No Boss: Teams of typically 10 to 12 members deal with all management tasks. They set direction and priorities, analyze problems, make plans, evaluate performance and make decisions. Their success depends on adequate training, coaching and tools. Teams have a set process for exploring decisions and solutions.
  • No Middle Management: No boss exists within the team, nor are there regional managers or a pyramid. Some organizations make coaches available when a team gets stuck. Teams are responsible for finding their way around problems. They delegate tasks widely among themselves and must appraise each other.
  • No Staff Functions: Only a few people handle staff functions like HR and billing, and they have no decision-making responsibilities. They serve to support the teams, when requested.
  • Talent Management: People rate themselves and each other, adjusting tasks according to individual strengths. They even set their own salaries according to a predefined rating system. This process ensures everyone feels valued. There are no incentives except for companywide bonuses, reducing compensation inequality and creating greater fairness.

Misperceptions

Many managers misunderstand self-management’s fundamentals and what it takes to make the concept work:

  1. Misperception #1: There is no structure, management or leadership. Self-managing organizations do not replace the pyramid with democratically led consensus. There is instead an interlocking, clearly defined set of structures, processes and practices that  inform how teams are set, decisions are made, roles are defined and distributed, salaries are set, people are hired and fired, and so on. All management tasks become the team’s responsibility.
  2. Misperception #2: Everyone is equal. Self-organizing teams circumvent the problems created by unequal distribution of power. People can hold different levels of power, yet everyone can be powerful. It’s not a zero-sum game. The question is not: How can everyone have equal power? It’s rather: How can everyone be powerful? Instead of hierarchies of power and position, there are natural hierarchies of influence.
  3. Misperception #3: It’s about empowerment. There is irony in the phrase “empowering people.” You can empower people only when there’s a hierarchy with an unequal distribution of power. In self-managing organizations, people have power and the freedom and responsibility that go along with it. Every team member is responsible for achieving the organization’s purpose.
  4. Misperception #4: It’s still experimental. Managers and leaders think of self-management as a rare commodity, but it’s actually been proven in both small- and large-scale companies in just about every field. There are several organizational models. Gore-Tex has used self-organizing principles since its founding in the 1950s. Other success stories include Whole Foods Market, the Orpheus Chamber Orchestra, Alcoholics Anonymous, Wikipedia and Linux.

Collaboration or Chaos?

One workforce group immediately understands and embraces self-management: millennials. Young people who have grown up using the Internet are no stranger to self-organizing. In the disruptive online world, influence is based on contribution and reputation, not position.

But this requires managers to abandon their efforts to control in favor of sharing power. It also means developing a tolerance for trying new things, making mistakes and adjusting course. Are we too ingrained with old organizational models to let new systems and structures evolve?

The Evolutionary-Teal Paradigm creates a space to support the journey to wholeness. Things happen when we bring our complete selves—our potential, creativity and full engagement—to work.

Are we ready to evolve towards a collaborative mindset and take on the responsibilities inherent in self-managing organizations? Time will tell.

Are you working in a company where executive coaches provide leadership development to help leaders put strengths-based leadership into action? Does your organization provide executive coaching for leaders who need to build a company culture built on trust? Transformational leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a transformational leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders create a culture where respect and trust flourish.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i 2.0, Hogan Lead, CPI 260 and Denison Culture Survey can help leaders nurture strengths-based conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area executive coaching and leadership development firm helping innovative companies and law firms develop emotionally intelligent and mindful leaders.

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

I coach leaders to cultivate clarity, creativity, focus, trust, and full engagement in a purpose-driven culture.

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders. 

Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica.

 “Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

The Society for Advancement of Consulting (SAC) awarded rare "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

Are you an executive leader who wants to be more effective at work and get better results?

Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader. 

Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.  Mindful leadership starts from within.

I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.

I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the San Francisco Chronicle, Wall Street Journal, USA Today, Time, Forbes and Fast Company.

Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness.

After only 6 months, one executive coaching client reported greater productivity, and more stress resiliency helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.

You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what’s possible. 

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

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