Name: Reinventing organizations
ISBN: 9782354561055

Frédéric Laloux

Le livre de Frédéric Laloux se situe dans une perspective intégrale et s'appuie sur une analyse fine de l'évolution de la conscience humaine. Après des recherches approfondies, il met en évidence l'émergence de nouveaux modèles où la seule hiérarchie existante est celle basée sur le niveau des expertises et le talent de chacun. Ce livre donne les clefs pour faire évoluer son organisation, ou en construire une nouvelle où il fait bon vivre et travailler ensemble.

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Reinventing organizations

Frederic Laloux

The way we manage organizations seems increasingly out of date. Deep inside, we sense that more is possible. We long for soulful workplaces, for authenticity, community, passion, and purpose. In this groundbreaking book, the author shows that every time, in the past, when humanity has shifted to a new stage of consciousness, it has achieved extraordinary breakthroughs in collaboration. A new shift in consciousness is currently underway. Could it help us invent a more soulful and purposeful way to run our businesses and nonprofits, schools and hospitals ? A few pioneers have already cracked the code and they show us, in practical detail, how it can be done. Leaders, founders, coaches, and consultants will find this work a joyful handbook, full of insights, examples, and inspiring stories.

A Guide to Creating Organizations Inspired by the Next Stage in Human Consciousness

Reinventing Organizations

Elaine Wherry

Uses the words "beautiful" & "meditation" more than any other business book I've ever read. Not a bad thing but I can see how more dominate-and-control leaders will be turned off and miss a lot of fantastic material. Of all of the business books in the last ten years, this has some of the best practical tips, introspective questions, and surveys from a variety of workplaces. I found the material on reviews & story-telling especially helpful. I'm not sure how well the concept of a Teal-organization holds up when an organization is under a market threat or when a culture has a variety of shift workers whose schedules don't align. This seems ideal for an organization with a lot of resources and typical salaried employees. That said, I would definitely recommend this to others and if they are pressed for time, I would point them to the recently published illustrated guide.

Maria

I DID IT! I FINISHED THIS BOOK!

итак, организации будущего, или "от скучного к бесячему туда и обратно"

о скучном: примерно к последней трети книги не осталось ни одной мысли, которая уже не была обмусолена ранее. по-хорошему, книгу можно без потери смысла сократить вдвое, а то и больше - по правде говоря, она мало что прибавила к той паре статей, которые я читала про бирюзовые организации раньше

о бесячем: обмусоливание одних и тех же идей, безусловно, бесит, но не так, как слово "трансцендентальный" без тени сарказма. это как раз то, что статьи аккуратно обходят - что краеугольный камень всей этой бирюзовой эволюционности лежит в области эзотерики. сотрудники бирюзовых организаций на совместных медитативных, простите, стратегических сессиях пытаются вслушаться в голос организации и понять, куда она хочет идти. в одной компании есть практика - оставлять пустой стул на собрании, кто угодно может сесть на этот стул и начать транслировать, чего хочет организация. другие процессы тоже работают на этом уровне - скажем, в этой же компании на перфоманс ревью сначала оцениваемый и оцениватели пытаются настроиться на одну сердечную волну, потом на оцениваемого изливается свет и любовь, и в финале он плачет в катарсисе

в принципе, уже одного этого достаточно, чтобы понять, что я недостаточно просветлена для бирюзовой организации, но на самом деле есть еще кое-что очень важное. вся концепция самоуправления держится на одном основополагающем принципе: голосом Метатрона - непогрешимости Бога на том, что все люди ответственные, и им можно доверять. ты берешь человека в команду, он варится в бирюзовом котле, и понемногу у него вылупляется sense of ownership, и он сразу становится за мир во всем мире. и вот этому постулату противоречит вся моя жизнь от и до, поэтому я не поверю, что так бывает, пока не увижу своими глазами. 

итого: читать стоит только если вам по какой-то причине надо кровь из носу иметь собственное мнение по поводу всей этой бирюзовой просветленности. лично же я хочу выпить и поорать, и потом еще чутка выпить

The uplifting message of Reinventing Organizations has resonated with readers all over the world, and they have turned it, one conversation at a time, into a word-of-mouth phenomenon. The book has helped shift the conversation from what's broken with management today to what's possible. It is inspiring thousands of organizations--corporations and nonprofits, schools and hospitals--to adopt radically more powerful, soulful, and purposeful practices. The book resonates widely, but not everyone has time to devote to a dense 360-page management book. This illustrated version conveys the main ideas of the original book and shares many of its real-life stories in a lively, engaging way. Don't be surprised if you find it hard to put down and end up reading it almost in one sitting. Welcome to the conversation on next-stage organizations

An Illustrated Invitation to Join the Conversation on Next-Stage Organizations

Lance Willett

This is an illustrated edition that is much shorter than the full book. You can also find Laloux on TED-style videos on YouTube explaining the same topics.

In brief: the world of organizations evolved as our cultures did, from primitive to open: red, orange, green, and teal.

Red groups are impulsive and fear-based. Archetype is a mafia or street gang. An example that him home to me:

More ordinary examples are the many small enterprises where founder-bosses do whatever it takes to succeed and get involved in everything, heedless of structures or processes that would constrain their ability to get things done.

Orange organizations are machines. Benefits include innovation (product management, marketing), accountability, and meritocracy where job mobility is the norm. The machine metaphor can be problematic, though. Echoes of Ray Dalio “build your machine” in his Principles book, and Andy Grove’s High Output Management where managers focus on inputs, outputs, flows, and bottlenecks.

The metaphor of the machine reveals how much Orange organizations can brim with energy and motion, but also how lifeless and soulless they can come to feel.

The Orange worldview is solidly materialistic—there is nothing beyond what we can touch—and our longing for meaning, for being in touch with something bigger than ourselves, has nowhere to turn.

Green is a pluralistic worldview; metaphor of a family treasuring empowerment, values-driven culture — see The Automattic Creed — and stakeholder value over shareholder value.

Teal is an evolutionary view in that individuals and the collective both unfold, taming our egos, yearning for wholeness.

It is not driven by a moral imperative but by a deep realization that we are all deeply interconnected, deeply one.

Because Teal orgs are self-managed, a most common question is: "How come people without bosses don’t slack off?" The short answer seems to be: intrinsic motivation, calibration by peer pressure, and following market demands together.

Taylor Murphy

Andreas Spiegler

Every time humanity has shifted to a new stage of consciousness in the past, it has invented a new way to structure and run organizations, each time bringing breakthroughs in collaboration. The 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. This book describes in practical detail how organizations large and small can operate in this new paradigm.

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