Sublime

Self-management: Teal Organizations have found the key to operate effectively, even at a large scale, with a system based on peer relationships, without the need for either hierarchy or consensus.

Orange glorifies decisive leadership, while Green insists that leaders should be in service of those they lead.

Social belonging is paramount in the Conformist-Amber paradigm. You are part of the group, or you are not—it is “us” versus “them.”

could it be that our current worldview limits the way we think about organizations? Could we invent a more powerful, more soulful, more meaningful way to work together, if only we change our belief system?

Teal Organizations have found the key to operate effectively, even at a large scale, with a system based on peer relationships, without the need for either hierarchy or consensus.

RHD, a nonprofit we will meet in the next chapter, holds the principle that when there is room for salary increases, they should be disproportionately geared toward the lowest salaries first.

This choice nevertheless carries a risk. Our cultural baggage of hierarchy is so strong that over time, team leaders could start behaving like bosses and become the primary decision makers on their teams.

How high you reach depends on your talents, your interests, your character, and the support you inspire from colleagues; it is no longer artificially constrained by the organization chart.

In some of them, new recruits are trained in Marshall Rosenberg’s Nonviolent Communication and in effective ways to give feedback.