Teal

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Edwin Jansen on how people adopt self-management at Fitzii
...nsformation. And then really was only recently I'd say, in the last six months or so that we started to notice that individuals, as they enter into a Teal, self-managing environment, go through this transformation which we have found have three stages, and this is something that we've noticed, it's not ...more
...ne with a number of frameworks for adult development theory. The first stage we call the 'Head' stage - that's the intellectual understanding of the Teal paradigm, and how it is different from Orange and Green. And, this is what you say, "is like drinking the Kool Aid". So someone learns about it, unde...more
..., "is like drinking the Kool Aid". So someone learns about it, understands it, can reference how things would be different in Orange and Green versus Teal, and then they want it - they say, "Yes, I want to be there" and we can't really hire someone unless they're past that first stage of an intellectual...more
...t stage of an intellectual understanding, knowing what they get into. Then you have the messy middle, the 'Heart' stage - the emotional stage of the Teal transformation, and this has been quite challenging because people believe typically that they're ready for it and that they want it. But what it oft...more
...f fear and you can regress into older bad habits. And so that's a constant behavioral change, where you're constantly trying to improve what we call 'Teal Leadership Behaviors'....more
...l threats - the brain doesn't really distinguish the difference. So it makes sense to me that people, in going through this transition: to becoming a Teal or self-managed organisation, that's scary and calls into question a lot of the things that I value and my self-worth, and all of this stuff. So it m...more
...adership culture in Fitzii for you and for others who were formerly managers? How has that process been? Edwin Jansen: Well, I like to say that going Teal is like leadership development on steroids. And I, my former life, was a manager for many years who was lucky enough to go through all of these diffe...more
... them what they really think, to ask the big, hairy questions. And so for me, and I think for anyone that's a manager and transitioning into being a Teal leader, or self-managing contributor, you have to be proactive in addressing your perceived power and authority: you got to make fun of yourself, you...more
...of self-management adoption that you mentioned, so Head, Heart, Habits. And I know that many organisations that are developing themselves in terms of Teal or self-management or decentralisation, really struggle with recruiting and onboarding people, like how do you help people understand what this means...more
...d. And recently, in the last six months or so we've updated our hiring process and that now includes a bunch of core reading and understanding of the Teal paradigm. And then we do what we call 'A Teal Fit Interview' where we have multiple people and we spend a couple of hours with this individual, and w...more
...we've updated our hiring process and that now includes a bunch of core reading and understanding of the Teal paradigm. And then we do what we call 'A Teal Fit Interview' where we have multiple people and we spend a couple of hours with this individual, and we need to make sure first of all, that they tr...more
...re we have multiple people and we spend a couple of hours with this individual, and we need to make sure first of all, that they truly understand the Teal paradigm and that they want it. And then we start getting into the stage two - the Heart stage: are they ready for this kind of emotional turmoil tha...more
...aradigm and that they want it. And then we start getting into the stage two - the Heart stage: are they ready for this kind of emotional turmoil that Teal inevitably brings up our driving value or principle we call 'Radical Responsibility', which is every person is 100% responsible for their own engagem...more
...ebate: people don't think that most people could handle an environment like this. I tend to believe that the vast majority of people will thrive in a Teal environment more so then they will in an Orange or Green environment, and that's actually proven to be true. We have had a couple of people who didn'...more
... be true. We have had a couple of people who didn't make it through the first three months of what we call 'The Onboarding Process' where they have a Teal sponsor and a person to help them through and we have had a couple of people who didn't get through that phase but the vast majority have gotten thro...more
...months ago to actually do GDM: they did a Generative Decision Making the leadership team, and they decided to move towards adopting what they call a 'Teal Operating System', so they found that to be a useful analogy. And then we've just been working through it. So we have a number of committees or work...more
...over the last four years and now with this transitioning project for the larger parent company - have been the most challenging aspects of becoming a Teal or self-managing organisation? And what are the things that perhaps people don't realise are gonna be challenges? Edwin Jansen: Well, the first thing...more
...t I'm guessing that you had gone through some phases of the transition first before doing that. Edwin Jansen: Yeah it was about a year or so into the Teal transformation....more
... me, which is to give up my control on my power to the collective. But then whenever I see someone even theoretically subverting or challenging these Teal practices, I get triggered, and I get afraid, and I act out of that fear and I get back into dominant control push mode. So it's just amazing how the...more
...nd for controlling power structures is very different than we have here in North America. So yeah, it's very different and I think India's version of Teal will be a different shade than where we are in Canada and in the United States and we're taking a different trajectory working through that. That bei...more
...a company were kind of Green or Orange limitations that were dependent on that paradigm. What have been the biggest benefits for Fitzii in becoming a Teal organisation? Edwin Jansen: Yeah well, it's interesting. So before I came and helped to start Fitzii for our parent company, I was the Director of Ma...more
..., and try to hire people who say they care about that, that doesn't mean that that's actually the purpose of your organisation. And after moving into Teal, I had extremely high expectations for what this could mean to our little organisation, because I had been so beaten up by the limitations of Orange ...more
...er that. And I think after we've proven how amazing this is a few times, then we can start thinking about how to take over the world: paint the world Teal, which is something that you're engaged in doing....more
...change and what I was looking for, to the whole group. And what I realised was I didn't need more work on practices, I didn't need to know more about Teal, I needed to get more feedback and I needed to do some more inner work and realise why was I behaving like that in those situations, but not others? ...more

Beetroot’s founders on purpose, self-management, and shocking people with trust

...naturally right, and at that point, that was I think around 2015, that's three years into the Beetroot journey, we came in contact with this world of teal companies, and so on. And how it happened was that I was speaking at some different conferences, presenting our reverse hierarchy model, and so on, ...more
... textbook, then it might be Reinventing Organisations or whatever, but it's not about that. Because when we presented this idea that now we are going teal and so on, it sometimes became something that people used as; "We are doing this because we are teal" and it's like, no, we're not doing any big thin...more
...hen we presented this idea that now we are going teal and so on, it sometimes became something that people used as; "We are doing this because we are teal" and it's like, no, we're not doing any big thing because we are related to some religion or teal. We are doing things because we want a certain envi...more
...t people used as; "We are doing this because we are teal" and it's like, no, we're not doing any big thing because we are related to some religion or teal. We are doing things because we want a certain environment of growth, like personal growth in the team, and we want to achieve certain bigger goals a...more
... this is our way of doing it. Gustav Henman: And how to describe it for your organisation could be that instead of saying: "Now we're gonna go and be teal, we're gonna do this huge transformation". You could more say that: "Okay, let's try to drop the old way of doing things and the old paradigm, and st...more

Lisa Gill and Mark Eddleston celebrate 50 episodes of Leadermorphosis

...isions together), and I think people are bumping up against the limitations of that and really starting to feel what it actually takes to becoming a 'teal' organisation, or really embracing those threads of wholeness and self-management and evolutionary purpose. And I think I really liked the way that E...more
...purpose. And I think I really liked the way that Edwin Jansen from Fitzii framed it, where he said that at Fitzii they've been four years into their 'teal journey' I think, and he described these three stages of adopting self-management: the first being head - the kind of intellectual stage, and then th...more
...to do bingo and go on all the continents. And through that you'll find the different books and podcasts - Helen Sanderson has a podcast now: A Cup of Teal, which is brilliant, particularly examples in health and social care. And Aaron Dignan has a podcast now: the companion podcast of the book, Brave Ne...more

Peter Koenig on source, money and consciousness
...in some of his videos. What is your perspective on looking at source work in the context of Frederick Laloux's work in terms of orange and green, and teal? Peter Koenig: I'm not an expert on spiral dynamics, although I have a parallel system and I know, superficially. I love Frederick Laloux and his wor...more
...k that I'm supporting the orange and red levels, whereas I'm trying to get them to understand teals and the other level, so yellow, and turquoise and teal". And then I said to him, "Yeah I can totally understand the fear, but you know what's going to happen, don't you?" And he said, "What's going to hap...more
..., and when that happens, I think only when both of those shifts in those directions happen can you have a truly self-managing organisation or a truly teal organisation. That shift needs to happen in both of those different power dynamics, I think. Yes, again, totally agree with you....more

Aaron Dignan on being complexity conscious and people positive

...was going to create, like an integrated theory of all these different alternative ways to work. So you look at agile practice, and lean practice, and teal, and, you know, open organisation, and all these different kinds of grand theories about how we work. And they each have their own lexicon and their ...more
...t I think a few things. So one is, don't think about it as binary. So there's a there's a habit in this industry to think about it like you're either teal, or you're not, you're doing holacracy, or you're not, you're in or you're out, we're going to flip it, don't do that. I think you can. There can be ...more

Frederic Laloux with an invitation to reclaim integrity and aliveness

...deo in my video series, Insights for the Journey, was specifically about that. Like when people come to me and say, “I want to turn my company into a teal organisation.” And I go, “No, you don’t want to, please!” I don’t get excited about this. Who wants to become a concept? Right? But what is really e...more

Jorge Silva on horizontal structures and participatory culture at 10Pines

...things but you can't find another way. So you go to the classics. But if you start to see that there are a lot of other ways to do this - Sociocracy, Teal, Holacracy, whatever and we start creating content, this matters. Right now we have a lot of books, but if you go to school or to university, it's re...more

Alanna Irving on leadership, decisions and money in bossless organisations

... how they promote and reward individual contributors versus managers. And it's been fascinating to me to watch their journey from fully on board with Teal and self management. And then they went wow - and went back a bit to more hierarchy, but more conscious hierarchy. But I was kind of disappointed wit...more