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Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness Paperback – Illustrated, 20 February 2014
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The way we manage organizations seems increasingly out of date. Survey after survey shows that a majority of employees feel disengaged from their companies. The epidemic of organizational disillusionment goes way beyond Corporate America-teachers, doctors, and nurses are leaving their professions in record numbers because the way we run schools and hospitals kills their vocation. Government agencies and nonprofits have a noble purpose, but working for these entities often feels soulless and lifeless just the same. All these organizations suffer from power games played at the top and powerlessness at lower levels, from infighting and bureaucracy, from endless meetings and a seemingly never-ending succession of change and cost-cutting programs. Deep inside, we long for soulful workplaces, for authenticity, community, passion, and purpose. The solution, according to many progressive scholars, lies with more enlightened management. But reality shows that this is not enough. In most cases, the system beats the individual-when managers or leaders go through an inner transformation, they end up leaving their organizations because they no longer feel like putting up with a place that is inhospitable to the deeper longings of their soul. We need more enlightened leaders, but we need something more: enlightened organizational structures and practices. But is there even such a thing? Can we conceive of enlightened organizations? In this groundbreaking book, the author shows that every time humanity has shifted to a new stage of consciousness in the past, it has invented a whole new way to structure and run organizations, each time bringing extraordinary breakthroughs in collaboration. A new shift in consciousness is currently underway. Could it help us invent a radically more soulful and purposeful way to run our businesses and nonprofits, schools and hospitals? The pioneering organizations researched for this book have already "cracked the code." Their founders have fundamentally questioned every aspect of management and have come up with entirely new organizational methods. Even though they operate in very different industries and geographies and did not know of each other's experiments, the structures and practices they have developed are remarkably similar. It's hard not to get excited about this finding: a new organizational model seems to be emerging, and it promises a soulful revolution in the workplace. "Reinventing Organizations" describes in practical detail how organizations large and small can operate in this new paradigm. Leaders, founders, coaches, and consultants will find this work a joyful handbook, full of insights, examples, and inspiring stories.
--Ken Wilber, from the Foreword
"The most exciting book I've read in years on organization design and leadership models."
--Jenny Wade, Ph.D., Author of Changes of Mind
"A book like Reinventing Organizations only comes along once in a decade. Sweeping and brilliant in scope, it is the Good To Great for a more enlightened age.
What it reveals about the organizational model of the future is exhilarating and deeply hopeful."
--Norman Wolfe, Author of The Living Organization
"A comprehensive, highly practical account of the emergent worldview in business. Everything you need to know about building a new paradigm organization!"
--Richard Barrett, Chairman and Founder, Barrett Values Center
"Frederic Laloux has done business people and professionals everywhere a signal service. He has discovered a better future for organizations by describing, in useful detail, the unusual best practices of today."
--Bill Torbert, Author of Action Inquiry
"As the rate of change escalates exponentially, the old ways of organizing and educating, which were designed for efficiency and repetition, are dying. Frederic Laloux is one of the few management leaders exploring what comes next. It's deeply different."
--Bill Drayton, Founder, Ashoka: Innovators for the Public --Advance praise
About the Author
His groundbreaking research in the field of emerging organizational models has been described as groundbreaking, brilliant, spectacular, impressive, and world-changing by some of the most respected scholars in the field of human development. Frederic Laloux lives in Brussels, Belgium, with his wife, Hélène, and their two children.
- Publisher : Nelson Parker; Illustrated edition (20 February 2014)
- Language : English
- Paperback : 384 pages
- ISBN-10 : 2960133501
- ISBN-13 : 978-2960133509
- Dimensions : 15.24 x 2.44 x 22.86 cm
- Best Sellers Rank: 16,294 in Books (See Top 100 in Books)
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If Teal organisations were long-established this book would be pointless. Laloux deserves to be read in the context of where we are. His examples are by and large new and different. The principles he offers are interesting and worthy of exploration. Some my be inspired by the vision of what is possible. Other may look at how far most organisations are from this possible future, how many constraints there are that will prevent change, and how it is unrealistic to even consider it. Reviews sometimes say as much about the reviewers as the book in question.
Laloux makes use of a simplified version of Spiral Dynamics integral as the developmental scaffolding for this book. He does not explain that theory and his presentation is necessarily an over-simplification. To do otherwise would have cluttered the story he is telling. But as one who knows what lies beneath, I encourage readers to trust that there is more here than is being supplied. According to that theory, books like this would be showing up now because our life conditions make it necessary that we find such solutions. It is my belief in the validity of the underlying theory which makes me confident that Laloux will turn out to have got a great deal right, and to have signposted the future with some accuracy. Time will tell.
The author tells us that Teal organisations, where there is no defined structure, can succeed where traditional organisations will not. The successful examples given are all minor players, and do not include any of the tech giants - despite the author using the Amazon Self-Publish facility to sell his books!
Many arguments in favour of Teal are overstated. The Teal organisation is compared with a rigid, inflexible, outdated company model. The author has set up a Straw Man - few companies operate in this way.
Many modern companies already operate the Teal principles without claiming the badge. - From my own time working at Amazon, I can recognise many of these traits.
In conclusion - this is not the revelation it claims to be. I only keep books that I value, and this book will be in the Oxfam window before this weekend is over.