Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness Kindle Edition

Reinventing Organizations is a book that pushes the limits of how mainstream society often thinks about the structures and operating principles of nonprofit and for-profit organizations. It begins by drawing on Spiral Dynamics and Ken Wilber’s Integral Theory. The foundational assertion of the book is that a new way of collaborating has emerged with every major stage in human consciousness, resulting in new organizational models. The organizational models are given names and colors: reactive--infrared paradigm, magic--magenta paradigm, impulsive--red paradigm, conformist--amber paradigm, achievement--orange paradigm, pluralistic--green paradigm, and evolutionary--teal paradigm. Each paradigm has distinct characteristics and marks a different way of operating than the other paradigms. For example, achievement orange is focused on individual success and results (e.g., profits). Power and a self-serving drive for success are characteristics of this paradigm. In contrast to the other paradigms that have come before it, organizations in the evolutionary teal paradigm have three essential characteristics: self-management (vs. traditional hierarchies), an ethos of striving for wholeness (bringing one’s whole self into the workplace), and the practice of listening for evolutionary purpose (actions are informed by adherence to organizational values).

Building on this evolutionary paradigm structure, Laloux discusses his research findings on 12 teal organizations in both for-profit and nonprofit arenas. At first, the practices and structures of these organizations seemed radical to me as someone who is new concepts such as Spiral Dynamics, Integral Theory, and self-management. With that said, the stories of how these organizations are structured and how they function are fascinating and have profound implications for how other organizations could operate if the conditions are ripe. When reading the book, I often felt simultaneously inspired by the possibility of surpassing “business as usual” using evolutionary teal practices and frustrated that the transformation to this new paradigm is currently unlikely in most settings given a strict adherence to hierarchy and power structures.

The main disappointment from Reinventing Organizations is that Laloux declares--only towards the end of the book--that building an evolutionary “teal” organization is only possible if the CEO and owners/board of directors fully support the structures and practices of teal organizations. Furthermore, he explains that he has not found an organization that is segmented with part of the organization functioning with teal practices and the remaining segments functioning in more traditional, hierarchical ways. While this conclusion is not surprising, it left me wanting a different outcome from the research. The “consolation prize” Laloux offers is to encourage organizations with CEOs and owners who do not support teal practices to strive to create more healthy practices within their current paradigm. There are many examples throughout the book of practices that could be adapted within the limitations of green, amber, or orange organizations.

The book is easy to read overall, although lengthy at times and dense in the opening chapters, and is directed toward practitioners, not researchers or academics. While Laloux presents a substantial list of research questions in the appendix, he does not describe his methodology or analysis techniques in the book. Anyone who is part of an organization and open to a different way of operating that enables people to bring a sense of wholeness to their work should consider reading and applying ideas from Reinventing Organizations.

Great information but can be hard to read and stick with. I have sent this book to two other people and both of them said that they had a hard time getting through it.

The book describes the evolution of organizational models and differentiates them using a color coding system. The primary focus is on the most progressive of the models, called teal which emphasizes self-management, purpose and wholeness among other principles. The world would really benefit from adopting this mindset more and I highly recommend this book despite the challenges with getting through it.

Based on the work of numberous developmental psychologists such as Ken Wilbur and Bob Kegan, Laloux achieves the impossible: a very readable, understandable and (yes!) plausible vision of the future organization. I have read about some of these companies before in Gary Hamel's books but never really understood how it worked. It reminds me of the first time I tried to understand Object-Oriented programming or Agile Development and thought it was impossible. Laloux not only shows that it is possible, but that it's already working! Truly inspiring when we consider that the vast majority of people are unengaged in their jobs.

Very, very good book which should be read by virtually everyone.

The author makes a compelling case that modern industrial society needs a new type of organizational structure, which he believes is the next evolutionary leap in how humans can organize to better accomplish the complex tasks of this era, and which can decrease the discontent and malaise of current world society.

He gives a theoretical explanation, but much more importantly, gives numerous examples of currently existing revolutionarily organized and run companies, which have independently developed similar ideas that the author studied and then organized into his idea of the new model, which he calls a "teal" organization (using color analogies to broadly classify types of organizations).

The specifics are compelling. Rarely do you find a book like this which is so revolutionary in its view and conceptually well thought out, but so practical in how it can be done, with details of strengths and pitfalls using the real experiences of real companies.

The heart and sole of the new organization is a radically different work place structure, with no conventional bosses, little formal hierarchy, authority resting in people who see a problem and take person responsibility for helping to guide a solution using consultation and collaboration, leading to commitment from everyone, and to rediscovering meaning at work. The opportunities for increased individual and group performance and productivity are huge. The many challenges such a structure would create have been carefully thought out and addressed.

This book deserves whatever awards can be given so that will be read and discussed by as wide an audience as possible. Please consider reading it!

Bravo to the author! An exceptional piece of work!

A word of caution: skip the intro, which is not written by the author, doesn't add anything to the book, is long and tedious, and is academic self-congratulations of the worst type. Also, don't get discouraged by the exposition at the beginning of the book by the author of his theory, which is interesting, and gives a framework for the rest of the book, but is perhaps overly academic. The heart of his book is in the real life examples which explain how and why teal structures really work, and why this type of organization offers a revolutionary leap in human society.