And in another situation, i might be sort of the. Middle, somebody else is really leading the big picture of it, but i am designing some elements; i am coordinating some stuff. And what this brings I think, is an enormous relief for the bottoms and the middles, and also for the tops! We tend to think that being Top is so great. We often underestimate the weight of the poor people at the top of the organizations who constantly have to be top, and can never relax into bottom, where i can just follow. I will do my share, but I dont need to be in a leadership position. Hierarchy isnt abandoned at teal; what is dismantled is the static form of hierarchy that is in the buttress of the org chart. The goal of self-management is not to make everyone equal, to have everyone having the same say on all the questions.
Measuring loudspeakers, part Two
We are system creatures shaped by the contexts in which we live and work. For the most part we are blind to contexts (Top, middle, bottom, dominant, Other) and their impact on our consciousness (i.e., the way we perceive, feel, and think about ourselves, others, and the world) and our behaviour. Awareness of systemic relationships and dynamics (the patterns of relating) leads to more accurate sensing and responding. Oshry challenges us to recognise that we too often over-privilege the personal and interpersonal lens. He highlights that there are also other systemic forces shaping our experience which have little to do with the psyches or temperaments of this particular group of individuals, or this particular situation or sector. In Oshrys own words : to some extent, our experiences have nothing to do with who we are as individuals; to some extent whoever occupied our particular systems space save would be experiencing precisely what the we are experiencing. This is Frederic Laloux response (slightly edited. Fred: If we define tops, middle, bottoms, and Customers, not as static boxes on an org chart, but as relational spaces or contexts, then they are still very much present. People just flow and navigate between these different spaces, including within the same day. So, on one initiative i am leading it, and i am. Another time, somebody else is leading and i am just following; i am the.
The complexity of the world would friendship require an integration of all the first six stages in order for the seventh stage to address the highly complex, interactive and interconnected world that was on the horizon. . This is the edge that we are now living on, witnessing and working with. This means that Yellow, or teal, is not an entity or a stage in itself. . It rests on the integration, balance, health, blend and articulation of all that preceded. . And this is where a challenge has arisen. . questions are arising that Lalouxs book does not address explicitly, and while he understands them, his readers may not. Here is one illustration, taken from an article by john Watters in the online journal Enlivening Edge. . Watters is exploring the relevance of Barry Oshrys work to the altered perspective on hierarchy in teal organisations. . This is his presentation of Oshrys viewpoint.
A look at the Spiral Dynamics logo displays this clearly. . every stage contains all its predecessors. . The integral model has this feature too, and calls it transcend and include. . However there is house a critical feature to the integration that Graves described which underpins why this teal conversation is taking place at this time. . It is also strongly relevant to the task of organisational change. In 1974 Graves described his view that humanity was preparing for a momentous leap. . What he has seen in essay his research led him to predict that the shift between stages 6 and 7 would be different in character than all previous transitions. .
This may seem a trivial shift but its impacts on this conversation are twofold. . The first is that the sd understanding of the way that people manage the balance between individual and collective orientations the warm-cool colour oscillation was lost from the picture. . It gave way to a perspective which focussed more strongly on individual development aspects, emphasising the cognitive and experiential changes as described in depth by some of the other theoretical models mentioned above. . It was also taken by some to appear as a ladder of enlightenment. . Yellow / teal became for many a state of being to be achieved. . Also diminished was the evolutionary context, and the way in which people change in response to their life conditions, both real and perceived. Secondly a core element in the integration (ironically, central to the integral viewpoint) was de-emphasised. . It is a crucial feature of sd that stages are not types of people. . They are systems operating in people, often in complex mixes. .
Book, review : Valkyria chronicles Design Archive
Wilbers core view is represented in this" on Page. Heres the point: you can sit on your meditation mat for decades, and you will never houston see anything resembling the stages of Spiral Dynamics. And you can study Spiral Dynamics till the cows come home, and you will never have a satori. And the integral point is, if you dont include both, you will likely never understand human beings or their relation to reality, divine or otherwise. In his based paper on the relationship i, albion Butters describes it as follows. The relationship of Wilbers integral/external and internal/social four-quadrant model to Spiral Dynamics is a tricky one.
For Wilber, Graves levels belong in the lower-left we quadrant (cultural development) and correlates appear in the upper-left I quadrant (psychological development Integral Theory by and large integrates or assimilates Spiral Dynamics within these two. This divergence of interpretations can serve to illustrate an important difference in approaches to transformation: inner-directed (more focused on the individual) versus outer-directed (more socially focused). Wilbers work clearly falls into the former category. This is not the place to discuss what might be right or wrong about Wilbers view, but its consequences are highly relevant. . Wilber went in a new direction and in doing so he changed the colour sequence. . His new sequence was a rainbow of development from red-spectrum to blue-spectrum. . teal replaced Yellow in designating the seventh stage, also causing confusion with the sd eighth stage of Turquoise.
he called it a bio-psycho-social model, and the bio piece is not often mentioned. That theory evolved into Spiral Dynamics, which is when it received the colour mnemonics used above. . Don Beck developed this with Graves and with the late Chris Cowan. . Where most C20th psychological development theories were oriented towards the inner experience and cognitive shifts (Torbert, loevinger, kegan, cook-greuter, maslow etc. the exploration of Spiral Dynamics included wide exploration of the societal aspects of development, the exterior outcomes of shifts in human thinking and most relevant here organizations. .
In the core text that Beck and Cowan wrote are several chapters that examine how organizations change, how the different stages of development show up in organizational behaviour and how we can work with the complex mix of people and functions that are present. And then Beck met Ken Wilber, whose excitement with the Graves model initially caused him to call Spiral Dynamics the Theory that explains everything. . Spiral Dynamics became Spiral Dynamics integral, Chris Cowan and Don Beck parted company and the integral version became the brand that Don Beck still works with. . The relationship that Graves recognised between values systems and life conditions mapped onto the Interior-Exterior sides of Wilbers four quadrants. . The Gravesian understandings of how humans oscillate in their development between self-expressive systems (the warm colours beige, red and Orange) and the self-sacrificing, collective oriented viewpoints (cool colours of Purple Blue and Green) were described through the i and the we of the integral. So far, so good. . Strong correspondence was present between the beck and Wilber viewpoints. . Unfortunately that did not sustain. . The visible divergence is expressed strongly in Wilbers Integral Spirituality (2006) where an extended footnote to page 86 describes in detail Wilbers dissatisfaction with sd theory in relation to the inner development process and his view that because it does not describe states of consciousness.
Sabanci University research Database
Before doing so, a word needs to proposal be said about the stages of development themselves, the relationship between Graves, Spiral Dynamics and Integral models, and how this affects our conversation about organisations. . It also affects the use of colour schemes and some historical tensions between influential individuals. . Here too, i intend no criticism, but I believe that it will help us to understand the territory better and to ensure we are using the right tools for the job that needs doing. The concept of teal comes from a theory of developmental stages in which it is the seventh in a sequence that took humanity from its first hunter-gatherers (Beige) through tribes (Purple (Red) warlord bands, towns and cities (Blue to a technological-industrial economy (Orange) and the. The roots of that sequence are in the work of Prof. Graves and they arise from many years of deep research into how people think, how they define their priorities, and how these evolve as their life conditions evolve. . Graves also developed some related insights into the neurobiological changes that accompany the early stages of development. .
he is not an integral theorist. . he is not steeped in Graves theory or Spiral Dynamics. . he is using the high-level picture of stages of human development, and taking the colours as a useful mnemonic for his readers to work with. . It is a brilliant start, but it can only be that summary and if we are to make good use of the opening he is creating we had better understand what else is required. Fortunately, there is a lot of the what else that is well understood. . It is not yet widely known certainly not as widely known as it will need to be but it exists. . Those who have interest in this arena of work, and anyone who wishes to support organizations with their journeys towards teal will gain from engaging with this knowledge. . my purpose in this article is to create something of a map for that endeavour. . I will return to what Frederic says, in order to reveal what hasnt yet been said, and what needs to be better known.
shortly about the three core principles, but I would first like to express the central intention of this article. . What i am seeing in a widespread way, is the perception, or assumption that Frederic has presented the whole teal picture. . I have reason to believe that this is causing people to have oversimplified perceptions of what introducing teal will require. . That is not a criticism of Frederics book. . he has a particular message and an inspirational task that would be lost if the book had attempted to become an implementation manual. . The book is what it needs. Nor am I criticising Laloux himself. .
It appears that Zappos has not had an easy time with its push to get rid of bosses and its introduction of holacracy. . Some employees have been paid to leave and there has been a lot of sceptical media attention, but then that is to be expected with a high profile organisation trying something new. Frederics book is inspirational, filled with stories and well-pitched you to appeal to people with integral mindsets, supported by a foreword from the great Wilber himself. It uses the general progression from Amber through Orange and Green as its framework for organisational change, and presents the emergence into second tier and teal; as the books strapline says its a guide to creating organisations inspired by the next stage of human consciousness. Frederic identifies three core practices that are characteristic of teal organizations. . he also describes some of the ways in which his exemplar organisations have dealt with some of the issues that may appear to be reasons why the old forms must be retained. . Where do decisions happen? .
Toward a psychology of Uncertainty (
Jon Freeman, jon Freeman, there has been some major buzz generating about teal organisations. . It started with Frederic Lalouxs book reinventing Organizations. . There are some good videos on of Frederic talking about it and if you havent read it, you can easily get an overview. . The buzz has been amplified by other conversations. . One of the example organisations, the dutch healthcare company buurtzorg, has particularly inspired people in Europe. Founder / ceo jos de Blok is also a regular speaker. Further boost to the volume has come from the publicity for Zappos. .