Evolutionary Organisations Bringing the Organisational M achine to - - PowerPoint PPT Presentation

Evolutionary Organisations

Bringing the Organisational M achine to Life

Terrence Bishop Based on the book

Reinventing Organizations

by Frederic Laloux

Who is T errence Bishop?

• Self-taught businessman,

traveller, rich, then not, 3 failed marriages, then not, student of life, public speaker, writer and lover, evolutionary advocate.

• M y Purpose – to serve

evolution, or the emergence

• f more freedom, love and

beauty in the world. Because I can. Today, a guy excited about the possibility of a vibrant future for CNVC and the global community of non-violent language specialists.

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What do I want?

• T
• bequeath to future generations a world in

which they can be physically healthy.

• T
• live in a world that is awake enough to not

feed me poisons as food or medicine, or deny my freedom of thought or expression.

• T
• reveal and nourish freedom, love and

beauty in my world.

• Today: to share a vision of the powerful

potential of an embrace by CNVC and RO.

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What Problem?

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Change is Happening

• New Consciousness is Already Emerging*
• New ways of seeing, sensing and responding to

dynamic environments – Changing markets, regulatory environments, staff

demands, consumer demands, executive needs

• New values, new business models, new language
• Case studies reveal solid patterns of change

– New organisational structures – Supported by new business processes – Inspiring new forms of work and livelihood

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Is the ‘New Consciousness’ Real?

• Evolutionary emergence is the one constant
• The way we are is not how we once were
• In the future, modern ways will be seen as primitive

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About Developmental M odels

• All models can be used as tools or weapons, depending
• n the intent of the practitioner

– T

• ols that enable discernment and skilful action.

– Weapons used to judge and justify oppression.

• Some models seek to justify violence, some seek to

end it by understanding it then choosing to not do it – “ to understand everything is to forgive everything” *

• Without a model, without understanding or a vague

sense of how cause and effect flow, we are lost.

• Like choosing words to convey an idea, choose models

that serve your efforts to fulfil your purpose.

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Ken Wilber’s Integral M odel

• Does not claim to be ‘the truth’, or that more

is better, or that things should be a certain way

• A collection of observations on the nature of
• ur human experience that seem to be true

for everyone who has a look for themselves

• In my life, the most useful of all tools in my

quest to know myself and serve my world.

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Integral Essentials

• Y
• u have an inner world and an outer one, and you are both alone and in

relationship with your world… 4 aspects of existence, 4 domains of truth, 4 ways to see.

• Everything evolves – matter (from hot gas to bio-ready planets), life (from plants to

complex animals), mind (from toddler to sage), relationships (from needy to loving),

societies (tribal to technological).

• Y
• u have at least 3 major sates you transition between – waking, dreaming

and deep sleep. Other states include happy, sad, day dreaming, busy, withdrawn, supportive, etc.

• Y
• u can be skilled (or not) in dozens of different ways: affect regulation, cognition,

language, music, spiritual, kinaesthetic, values, aesthetic (art and beauty), etc.

• Y
• u have preferences that orient you to choose as you do – e.g. right now, you

choose what you perceive based on what you value from your experience

• Integral theory does not argue better or worse, right or wrong, and an

integral lens on life does suggest that freedom and love are more pleasurable than bondage and fear. I agree. I choose that.

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RED ORGANIZATIONS

Street gangs M afias M ercenary armies

Like a Wolf Pack: Living in a dangerous world Group control through fear T

• ughest as leader

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Unhealthy Red: Domination hierarchies Bullying and manipulation Chronically fearful

RED BREAKTHROUGHS

1. Invention of leadership 2. Enables group focus

Red Benefits:

Large task achievement Survival through bonding

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AM BER ORGANIZATIONS

Catholic church Armies Government agencies Public school systems

Like an Army:

Rigid rules Impersonal roles Leadership by appointment

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AM BER BREAKTHROUGHS

1. Formal hierarchies 2. Replicable processes

Amber benefits:

Enables large organisations Persistent goals through time

Unhealthy Amber:

Abuse of power Workers as ‘slaves’ Difficult to adapt and change

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ORANGE ORGANIZATIONS

M ultinational organisations

• M cDonalds, Coke, T
• yota

Airlines, large mining Global M oney and Banking

Like a M achine:

Assembly of defined, discreet functions Predictable and controllable Leadership based on effectiveness

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ORANGE BREAKTHROUGHS

1. Innovation 2. Accountability 3. M eritocracy Healthy orange includes and upgrades amber rules, roles and leadership

Orange Benefits:

Technology Augmented senses Extended capabilities

Unhealthy Orange:

Humans as machines Progress mania Arrogance of success

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Notice…

• With each new worldview, the way everything

is done differently

• Each new emergence involves rethinking every

aspect of our ‘way of doing things’… – beliefs about why and what we are doing – purpose, language, metaphors, myths – organisational model, task and process structures – goals and success measurement

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GREEN ORGANIZATIONS

Starbucks Southwest Airlines Zappos.com (* ) Ben & Jerry’s

Like a Family:

Relationships matter M inimal hierarchy Happiness for everyone

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GREEN BREAKTHROUGHS

1. Values-driven culture 2. Empowerment 3. Stakeholder model

Green Benefits:

Inclusive and holistic Sensitive and empathic

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Unhealthy Green:

• Against all forms of hierarchy.
• Deconstructs leadership.
• Vulnerable to values gridlock.

Healthy green includes and upgrades orange innovation, leadership and systems skills The green worldview is challenged to reconcile innovation and leadership with the need to be inclusive and sensitive

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Green Polarities

Constructive Emergence

• Challenges dominator

systems and hierarchies.

• Includes individual views in

group processes.

• Uses praise to support

growth.

• Skilled in taking diverse

perspectives to argue for what is best. Extreme Expression

• Rejects all leadership.
• Rebels against all systems.
• Lets personal agenda

disrupt group processes.

• Defensive against criticism.
• Prone to bullying when

confronted by perceived

• bstruction to what is best.

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What’s next?

• Study by Frederic Laloux
• Case studies involving 30 organizations

– From a few hundred to several thousand staff – Engineering, retail, health care, mental health,

schools, media, food processing, e-commerce, +

– Short and long value chains

• Reveals new organizational model that offers

major breakthroughs in efficiency, staff and client satisfaction and market performance

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TEAL ORGANIZATIONS

Buurtzorg M orning Star Patagonia +++ Evolutionary

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TEAL-EVOLUTIONARY

Buurtzorg M orningstar Patagonia

Like a Living System:

Evolutionary growth Internally governed adaptation to change Sense and respond relationship with environment

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TEAL BREAKTHROUGHS

1. Evolutionary Purpose

• 2. Self Responsibility

3. Wholeness Evolutionary All 3 combine to remove the need to use subtle violence to bring order to group endeavours

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T eal Breakthroughs

Evolutionary Purpose Self M anagement Wholeness

Innovation Accountability M eritocracy Enables group focus Invention of leadership Values-driven culture Empowerment Stakeholder model Replicable processes Formal hierarchies

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Unfolding Patterns

red amber

• range

green teal structure

fluid, personality based rigid pyramid pyramid with tunnels empowered pyramid living system

leadership

fear rules hero servant inspiration

decisions

top-down impulsive top-down (rule based) top-down (impact based) consensus advice process

promotions

boss’ darling credentials best achiever most respected holds best space

compensation

by decree salary incentives team bonus self determined

transformation

back to roots diagnosis, design, remedy culture shift re-view purpose and processes

Perspectives from Philippe Bailleur

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TEAL BREAKTHROUGHS

1. Evolutionary Purpose 2. Self M anagement 3. Wholeness

Teal Benefits:

Self-responsive to threats and opportunities Enables creative potential of all workers Eliminates executive decision overload Streamlines processes to improve productivity

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Evolutionary Business

• Inner Rightness
• Life as a Journey
• Building on strengths
• Dealing gracefully with adversity
• Wisdom beyond rationality
• Striving for Wholeness

– others, life, nature

Taming the Fears of the Ego

By Katherine Woods, Meeting Magic

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Subtle Violence

• Non-consensual denial of the freedom to decide for

yourself what you will think, believe or do next.

• Widespread, ingrained use of subtle violence in

workplaces, schools, families, intimate relationships, family court, on TV, in games, movies, marketing, social services, etc.

• So common as to be hard to see.

the sickness of our culture is the epidemic of subtle violence

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Subtle Violence Epidemic

• Forcefulness and manipulation are the accepted subtle

weapons in the war of competing human fears… – Forcefulness –imposing a view of ‘the truth’, demanding

certain patterns of behaviour, bullying, domineering - threat of punishment.

– M anipulation – coercion, half-truths, non-disclosure,

rumours, negativity, refusal to agree clearly to anything – threat of withdrawal.

• Where a context includes a spoken or unspoken threat

(of punishment or withdrawal) for non-compliance to a rule you did not agree to, language becomes an instrument of subtle violence.

• NVC is the tonic the world needs to treat the subtle

violence that is currently engulfing us.

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EVOLUTIONARY ESSENTIALS

What is T eal and How to Evolve

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Part 2

18 October, 2015

Evolutionary Purpose

Why the organization exists Why am I involved?

• Assumptions about what matters
• Hierarchy of purpose and function

(not of power or people)

Essence of Focus and Commitment

Supporting practices:

Recruitment Empty chair meeting practice

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Evolutionary Purpose

Patagonia's M ission Statement (actual)

Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis.

The Imaginary Institute for Studies into the Use of Language as an Instrument of Subtle Violence T

• serve the evolution of our species through the development, training

and use of non-violent language forms in all contexts, including the workplace, schools, intimate relationships, families and communities. We intend to be a provider of meaningful support to those wanting to evolve their own consciousness and language to no longer practise or support subtle violence. All Purpose eventually becomes a variation on serving others to open into more freedom, love and/ or health.

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Evolutionary Processes

Strategy Product management and innovation

Targets

Performance M anagement

M eetings

Competition Profit and market share Planning and Budgets

M arketing

Change management

On Boarding Recruitment

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Self M anagement

• Everyone is powerful

– no-one is the boss of anyone else – and the CEO is still the visionary

• Highly structured without hierarchies

– e.g. human cell, morning traffic, forest – daily blogs, forums, transparency

Essence of Distributed Intelligence

Supporting practices:

advice process for decision making deep listening for conflict resolution peer recruitment and evaluation

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Decision M aking

• Hierarchical vs. Consensus vs. Both
• Transcend and Include: Advice Process

– seek advice from people with expertise – seek advice from those impacted by decision

• Not everyone is equal in all matters

– fluid hierarchies of recognition, influence and skill – protocols for discerning domains of influence

• Live with the consequences of your decisions

– self and peer reviewed – transparency and harvesting

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Remuneration

• Everyone decides their own pay level

– valued by usefulness of perspectives

and willingness and skill in sharing

– hybrid package of salary and incentives

• Advice process feedback from local committee
• Everyone knows everyone’s package

– transparency removes salary as a stressor

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Inner Self M anagement

• personal transformation required…

– finding your role in the creation of every outcome – self evaluating behaviour in every context – self measurement of contribution and flow – awareness of changing emotional states – acknowledging to others of mistakes – identifying the ways others made success possible

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Self M anagement Processes

Decision M aking Project management

Performance management

Staff functions Compensation and incentives Job titles and job descriptions Dismissal Crisis management

M eetings

Conflict management

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Wholeness

• M ore than just the driven, rational achiever
• Space for play, intuition and vulnerability
• Honesty about strengths and weaknesses

Supporting practices:

• Ground rules for safe space

– Emotional realities, mental perspectives, spiritual views

• Office or factory building design and decor
• On-boarding process
• M eeting practices

Essence of Creative Engagement

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Reinventing Wholeness

Storytelling Compensation and Incentives

Recruitment

Working Hours

M eetings

Job titles and job descriptions Conflict Resolution Feedback and Evaluations

Safe Space

Office Spaces

On Boarding Dismissal processes

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Wholeness Coming Home

• personal transformation required

– know that when you are navigating without fear,

your success is assured – there is always enough.

– receive graciously all events and changes as

invitations to learn – nothing is by accident.

– welcome the influence of others in the co-creation

• f your shared future.

– be unafraid to explore, to experiment and to fail. – know that you know for sure only one thing.

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T eal Light

• Seek wholeness that includes personal gain

– new way of seeing creates new way of being

• absence of subtle manipulation or bullying
• confident in abundance vs. fearful of scarcity
• focused and playful, open and unafraid

– less serious, less dramatic, more purposeful – values rational, emotional & intuitive domains – evolutionary purpose drives words & deeds – willing to be surprised, to learn and be humble

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T eal Shadow

• Healthy ego over-inflates to narcissism

– insistent about ‘how it should be’ – devalues views of others – complex defences against critique and regret

• …

can lead to the M aster M anipulator – uses ‘skilful means’ in service of self – can justify or reframe almost any ethical challenge – uses drama to destabilise then influence systems

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Case Studies

• co. name

market span staff AES global energy company global 40,000 Buurtzorg in-home aged care support Holland 8,000 ESBZ secondary school Germany 500 Morning Star America’s largest supplier of processed tomato products US 2,400 Patagonia clothing company US 1,350 BSO/ Origin IT consulting global 10,000 Sun Hydraulics valves and manifolds global 900 Sounds True media company US 90 RHD non profit social services US 4,000

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Case Study - Buurtzorg

• Dutch in-home aged care service provider
• 0-80% market share in 7 years
• 8,000 staff and < 30 in head office
• Reduced costs,

better health outcomes

• Happier nurses,

clients and society

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Case Study Patterns

• Clear common purpose

– Personally relevant to everyone in the organisation

• Self-management

– Commitment to learning and to being responsive – Respect for the decisions of others – Freedom balanced with obligation to the collective

• M ental-emotional safety

– Absence of subtle violence in processes and flows – Building trust through transparency

• Ongoing conversations about how the principles apply in

real-world contexts

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How to Get There?

• Commit to teal principles

– Find a teal consultant local to CNVC HQ – Build a thumbnail plan to announce and begin

• Energize the Change

– Frequent internal communication – Engage internal coaches – Establish evolutionary purpose forum/ blog

• Harvest your Evolutionary Purpose

– Invite into words what has always been true – Wholehearted agreement confirms desire to participate – Protocols for deconstruction and review

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Going Deeper…

• Explore existing assumptions

– Prediction, control, power, processes – Explore how existing systems (or the absence of systems)

nourish or degrade core values

• Explore through dialogue…

– Personal transformation to sovereignty and wholeness – Changes to business systems and processes – Train on how to experiment and decide

• Implement advice process
• Explore ‘sense and respond’ approach

– Invitation to share opportunities and harvest rewards

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Everyday Processes

• Rituals processes –practices designed to evoke

a way of seeing that serves teal principles – Remembering Purpose – why are we here? – Listening into Deep Presence with others – Exploring vs. instructing – mutual development – Watching for State Changes in self and other – Starting with Thank You …“It’s all good!” – Practise of welcoming problems

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Transformational Hooks

• Remember your shared evolutionary purpose

– bring your passion to all you do at work. – commitment to manifesting the shared vision. – develop a natural clarity on priorities. – develop a natural trust in colleagues. – develop a naturally contagious enthusiasm.

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Transformational Hooks

• Remember to keep communicating…

– evidence of an emerging worldview is the

presence of conversations about it.

– evidence it is stabilising is the harvesting of the

descriptions of new task and interpersonal processes to support old functions.

– if an evolutionary approach is agreed upon, keep

the conversations flowing towards clarity on how to embody wholeness and sovereignty in the processes you use to fulfil your purpose.

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Transformational Hooks

• Remember to listen with the ears of the heart

– sensitive to the context of shared purpose. – hears and embraces both reason and feeling,

structure and free flow of the creative.

– accepting and yet discerning, open yet alert – natural integrative intelligence that is the seat of

creativity.

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Transformational Hooks

• Remember that context creates meaning

– watch for meaning displacement across contexts – open to new and more constructive meaning in

the present context

• Welcome the Return to the Seed of Purpose

– tool to bring fear or vested interest into view – be willing to name bullying or manipulation when

they occur in ways that lead back to purpose

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CNVC POSITIONING

NVC and it ’s potential role in the evolutionary movement

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NVC and Evolutionary T eal

• The essence of teal is the absence of subtle violence in

the language that defines the work context.

• The essence of NVC is a description and practise of a

structure of language that is inherently non-violent.

• Every participant in a teal workplace will have their
• wn form of NVC.
• NVC for the corporate profit-driven context can be

promoted as the oil that lubricates a transition into a more profitable and resilient teal way of working.

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Where to from here?

• decide your purpose
• www.reinventingorganizations.com

– resource rich research – connect to a teal community – find teal consultants

• build the impulse to transition to teal through

contemplation and conversation

• let go, open up and evolve – the change has

already begun

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M arkers of Teal

In your workplace now…

• autonomous by nature, creative by design
• working understanding of how life works in a given

group context

• can respond meaningfully in real time to

unexpected events in a group

• welcomes ‘bad’ news as an opportunity to improve
• can include everyone in a decision and still make it
• can be direct when needed
• able to juggle budgets and deadlines with the

creative chaos of great outcomes

Teal expressions in a healthy teal space…

• sees more, comments less
• ffers fewer instructions, asks more questions
• less assertiveness, more mutability
• less critical, more supportive
• less rules, stronger core values
• less dramatic, more innovative
• fewer games, more directness
• seeing more, suffering less
• less serious, and quick to laugh

as a M ANAGER...

• transparent with all information
• inclusive of the wholeness of others
• still the hero, but as the facilitator of a nourishing context
• less removed from the realities of workplace action
• quiet facilitator that is not obvious unless you know to look

training to see what was once invisible

• worldviews, layers and stages
• beliefs and personality, love and fear
• the balance of freedom and responsibility
• innocence, beauty and courage in the face of the fear of old

beliefs

Study and build new processes for business and life flow

• perceiving the objects of purpose, freedom and wholeness
• review decision making and project planning
• hiring, performance management and team HR
• remuneration and career planning
• contemplate the core purpose in every decision context
• ften 'holding space' for the group to shine, attentive in every

interaction to the agreed-upon purpose of why we are here

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Thank You!

w w w .evolutionary.life terrence@evolutionary.life arisa@evolutionary.life

Healthy Body, Clear Mind, Happy Heart

( under construction)