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

The Orange modern-scientific perspective is wary of emotions that could cloud our ability to reason rationally, whereas Green sometimes goes to the other extreme, rejecting analytical “left brain” approaches for “right brain” feeling as a basis for decision-making. Teal is happy to tap into all the domains of knowing. There are insights to be gaine

Orange holds that for-profit companies should operate with a shareholder perspective. Management’s primary (some people claim its sole) obligation is to maximize profits for investors. Adam Smith‘s “invisible hand” is often invoked to explain how this benefits all stakeholders in the long run. Green Organizations insist that there should be no such

In those years where the combined projects exceed what would be reasonable, the CEO simply asks teams to sit together and to come back to him with a revised plan. Representatives from each team come together and put all the plans on a table. They look at what is most important and what might be deferred in everyone’s plans. In one or two meetings,

Green leaders should not merely be dispassionate problem solvers (like in Orange); they should be servant leaders, listening to their subordinates, empowering them, motivating them, developing them.

Green Organizations retain the meritocratic hierarchical structure of Orange, but push a majority of decisions down to frontline workers who can make far-reaching decisions without management approval.

We have reached a stage where we often pursue growth for growth’s sake, a condition that in medical terminology would simply be called cancer.

You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete. Richard Buckminster Fuller

What replaces fear? A capacity to trust the abundance of life. All wisdom traditions posit the profound truth that there are two fundamental ways to live life: from fear and scarcity or from trust and abundance. In Evolutionary-Teal, we cross the chasm and learn to decrease our need to control people and events. We come to believe that even if some

Here is the good news: it seems that operating on Teal principles from the start can make for a smoother ride.

Because the assumptions are often implicit, or even held subconsciously, Bakke felt it was critical to make them explicit and then to define a different set of assumptions.