Working in a twenty-first century organisation can feel pretty bleak. Many employees describe feeling increasingly discouraged, disconnected and disengaged. They struggle to feel a sense of meaning or joy in their work.
Do the harsh realities of the global economy make this inevitable? The situation can seem pretty depressing. But there is hope! New ways of running organisations may be about to change everything.
In his book, Reinventing Organizations, Frederik Laloux describes vibrant and meaningful workplaces that still deliver key outcomes. He calls these organisations ‘Teal organisations’.
in this approach, the organisation is considered to be a complex adaptive system, like a city or a forest. This is in contrast to the current dominant metaphor of the organisation as a machine. This change in metaphor is important. If an organisation is a machine, then people are seen as replaceable cogs. Whereas, in a complex adaptive system, all of the parts are important. Different parts interact in surprising ways and a small action by one element can create large, system wide changes.
In Teal organisations:
- The usual hierarchies are dropped.
- Individuals are given much more autonomy.
- People often work in small, semi-autonomous groups that are nested together to create a larger system.
- Everyone is seen as able to take on a leadership role whenever needed.
- All employees are provided with training in the skills they need in order to navigate the complexity of this sometimes challenging environment.
- Individual workers can make important decisions – as long as they seek advice from those who will be affected by the decision.
- The CEO doesn’t decide on strategy or tell people what to do. The group agree a broad purpose, and then ‘the role of the leader is to listen for where this organisation naturally wants to go’ (Laloux).
What I particularly like about Laloux’s perspective is that he doesn’t pretend this is easy. It is clearly challenging to implement this approach. If a Teal organisation is to flourish, appropriate processes and systems need to be put in place. For example, successful organisations adopting this new approach all have clear processes for dealing with conflict.
This model does give hope for the future. It suggests that grim and soulless workplaces may be replaced by something much better. Within a Teal organisation, it is highly likely that employees will experience a sense of meaningful success.
You probably don’t work in a Teal organisation at the moment, but it may be possible to start to shift the centre of gravity. In a complex adaptive system, small changes can lead to dramatic shifts. Just adopting some of the Teal daily organisation practices in your team could help build autonomy, meaning and a sense of community. Try picking one small change suggested on the Reinventing Organizations Wiki, implement it and see what happens.
Fostering these changes will require a degree of psychological flexibility. You will need to be present, open and flexible. You will need a capacity to observe what is happening; take thoughtful action; notice the outcome and then take more action.
You can watch Laloux explaining his research in more detail in this talk:
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