Sublime

contributes to the unmanageability of professionals: their daily roles as “experts.”

there are a number of training sessions that every new hire attends, no matter what roles they will later take on, for instance, on topics such as Nonviolent Communication, how to deal with conflict, and how to get things done without hierarchy.

In Teal Organizations, they must abide by the advice process, which implies that a very large group of people be consulted. How can that be done? In small organizations, CEOs can simply walk around and talk to their colleagues—a practice used by Zobrist at FAVI, for instance. When organizations grow into the hundreds or thousands and have dispersed

If we want to be authentic and whole at work, we must learn to speak up about other important commitments in our lives.

Idealized organizations are not perfect. They are perfectly pathological. So while most most management literature is about striving relentlessly towards an ideal by executing organization theories completely, this school, which I’ll call the Whyte school, would recommend that you do the bare minimum organizing to prevent chaos, and then stop. Let