Read Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness by Frederic Laloux Ken Wilber Online


FROM THE BACKCOVERThe way we manage organizations seems increasingly out of date. Deep inside, we sense that more is possible. We long for soulful workplaces, for authenticity, community, passion, and purpose.In this groundbreaking book, the author shows that every time, in the past, when humanity has shifted to a new stage of consciousness, it has achieved extraordinary bFROM THE BACKCOVERThe way we manage organizations seems increasingly out of date. Deep inside, we sense that more is possible. We long for soulful workplaces, for authenticity, community, passion, and purpose.In this groundbreaking book, the author shows that every time, in the past, when humanity has shifted to a new stage of consciousness, it has achieved extraordinary breakthroughs in collaboration. A new shift in consciousness is currently underway. Could it help us invent a more soulful and purposeful way to run our businesses and nonprofits, schools and hospitals?A few pioneers have already cracked the code and they show us, in practical detail, how it can be done. Leaders, founders, coaches, and consultants will find this work a joyful handbook, full of insights, examples, and inspiring stories.ADVANCE PRAISE"Congratulations on a spectacular treatise! This is truly pioneering work. In terms of integral sophistication, there is simply nothing like it out there."--Ken Wilber, from the Foreword"The most exciting book I've read in years on organization design and leadership models."--Jenny Wade, Ph.D., Author of Changes of Mind"A book like Reinventing Organizations only comes along once in a decade. Sweeping and brilliant in scope, it is the Good To Great for a more enlightened age. What it reveals about the organizational model of the future is exhilarating and deeply hopeful."--Norman Wolfe, Author of The Living Organization"A comprehensive, highly practical account of the emergent worldview in business. Everything you need to know about building a new paradigm organization!"--Richard Barrett, Chairman and Founder, Barrett Values Center"Frederic Laloux has done business people and professionals everywhere a signal service. He has discovered a better future for organizations by describing, in useful detail, the unusual best practices of today."--Bill Torbert, Author of Action Inquiry"As the rate of change escalates exponentially, the old ways of organizing and educating, which were designed for efficiency and repetition, are dying. Frederic Laloux is one of the few management leaders exploring what comes next. It's deeply different."--Bill Drayton, Founder, Ashoka: Innovators for the Public...

Title : Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness
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ISBN : 9782960133509
Format Type : Paperback
Number of Pages : 382 Pages
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Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness Reviews

  • Miles
    2019-04-19 01:16

    I’m not sure I’ve ever been so annoyed by a book that taught me so much. Frederic Laloux’s Reinventing Organizations is, in some ways, exactly what it claims to be––a guide for creating organizations with internal dynamics that radically diverge from prevailing models. But it’s also a highly repetitive text with a lot of fuzzy language. It was truly perplexing to read a book that exhibited a firm, clear vision in some sections, and that merely oozed schmaltz in others. But we have to mine value where we can, and the good news is that there appears to be quite a lot of genuine innovation and wisdom mixed in with the garbled, feel-goody gab.The central claim here is the suggestion that the organizations of the future (what Laloux calls “Teal Organizations”) will look and operate not like machines, but like living systems:"Life, in all its evolutionary wisdom, manages ecosystems of unfathomable beauty, ever evolving toward more wholeness, complexity, and consciousness. Change in nature happens everywhere, all the time, in a self-organizing urge that comes from every cell and every organism, with no need for central command and control to give orders or pull the levers.The metaphor opens up new horizons. Imagine what organizations would be like if we stopped designing them like soulless, clunky machines. What could organizations achieve, and what would work feel like, if we treated them like living beings, if we let them be fueled by the evolutionary power of life itself?" (56)This passage is useful not just as a summary of the book’s thesis, but also as a demonstration of the weird conceptual blurring that pervades the text. It’s certainly true that life appears to evolve into increasingly complex systems, many of which include vast networks of self-organizing structures. It also seems perfectly valid that we can learn from and model this dynamic when structuring human organizations. However, there is no evidence whatsoever that life uses “wisdom” to evolve toward “more wholeness” and “unfathomable beauty”; these are human constructs that only apply to nature when we observe it through an aesthetic lens. While the human brain is certainly not a command center in the traditional sense, it is definitely the primary seat of executive control for the human body, and contains many hierarchical structures. Also, I know of no company that has abandoned fossil fuels or renewable energy sources in favor of running its offices on “the evolutionary power of life itself”.Snarkiness aside, there is actually a lot of great stuff here. The most important takeaway is the remarkable power organizations can harness by allowing members to self-organize. Laloux demonstrates that Teal Organizations are typically comprised of teams (usually 10-20 people) that eschew traditional pyramidal hierarchies in favor of systems where “no one holds power over anyone else, and yet, paradoxically, the organization as a whole ends up being considerably more powerful” (62). This might seem like a wild notion, but Laloux has plenty of evidence to back it up.For his research, Laloux examined twelve organizations ranging from small (approx. 100 employees) to global (approx. 40,000 employees). These organizations varied widely in their products and missions, but shared a fundamental set of internal structures. The most critical of these was some version of the aforementioned self-managing teams. These teams, which function with almost full autonomy, obviate the need for most or all middle management, allowing organizations to make decisions and pursue goals without constantly running requests and directives up and down a chain of command.Most Teal Organizations do not put time and energy into developing targets for production or streamlined plans that apply to the organization as a whole. Instead, they leverage the power of distributed intelligence, trusting that teams will act responsibly and make the right decisions. Teams are responsible for HR activities and other processing responsibilities that are usually handled by middle management, in addition to production. Each team has the freedom to decide how to tackle any particular need, whether to hire or fire a member, or what the budget for the next quarter might be. All of this might sound like a recipe for disaster in a competitive world demanding ever more quantification and efficiency, but all of the companies Laloux studied have remarkable records of success (with the exception of one or two that have recently forsaken the Teal model, and consequently languished).If you’re after information about how the Teal model works and advice about how to implement it, I recommend Appendices 3 and 4, as well as Sections 2.1, 2.2, 2.3, 3.1, 3.2, and 3.3. Those are the only sections I recommend. The rest of the book, in my estimation, is neither necessary nor enlightening. Laloux’s tone becomes increasingly saccharine as he describes ad nauseam the various “beautiful” practices of Teal Organizations. A handful of these practices seem great, but most come off as weird habits that will certainly work for some individuals and organizations, but that also run contrary to what most people look for in a “professional” environment. Here are a couple examples:"As people operating from Evolutionary-Teal in general become quite comfortable with and interested in transrational ways of knowing, I believe it’s a reasonable assumption that such techniques might one day find their way into organizational settings." (204)"Sounds True has built a variation of the empty chair method into a New Year’s ritual, where colleagues at the beginning of the year bless the office building for the year to come. At the end of the ritual, colleagues sit together in silence and listen in to what Sounds True, the organization, wants from them for the year to come." (205)I immediately balk when anyone throws out a word like “transrational” without even bothering to define it; despite the murkiness of the term, I have a strong feeling that I should not be clamoring for coworkers who are steeped in “transrational” thought. And, honestly, I think I’d be creeped out if my coworkers wanted me to bless an office building and “listen in” on the “wants” of an organization. I desire a workplace that is fun and exciting, but this sort of behavior seems more laughable than anything else.I agree with Laloux that we need to take a hard look at the idea of professionalism and revise it for the 21st century. People should feel relaxed enough to be themselves at work, and I fully support many of Laloux’s proposed methods for conflict resolution and inclusion. But I’m also skeptical of the idea that my job should be responsible for nurturing my “soul”––something I don’t even believe in. I, like everyone else, crave work that is meaningful, but I also don’t want my job to be my sole, or even primary, source of meaning. That may seem like a merely semantic distinction, but to me it’s a critical one.Overall, this was an informative and frustrating read. I’m grateful for how Laloux helped me think about the importance of autonomy and self-management within complex organizations, but I also have no trouble seeing why his ideas haven’t become mainstream.This review was originally published on my blog, words&dirt.

  • Srđan
    2019-04-03 03:11

    Very thought provoking.Let me highlight few ideas from the book:If we start treating people as adults and allow them to express their whole selves, they will be able to realise much more of their potential. Their contribution to the company through their work will be far bigger than it would be otherwise. Also, maybe we should stop looking at companies as machines that we can build part by part and tweak to every smallest detail. Maybe we should look at companies as living beings and let them grow and evolve naturally by themselves.These ideas obviously sound like a recipe for chaos and anarchy. But it turns out that when both responsibility and control are well distributed, fluid and self-adaptive order is created.Many examples in this book show that companies led with this approach are more performant than traditionally managed companies. They also have more positive effect on their employees, customers, cooperants and wider communities they operate in. Some of the companies mentioned count their employees in thousands. Some of them are decades old. Definitely not examples that can be easily dismissed.If these ideas spark your interest, there are plenty of references and recommended further readings at the end of the book. The author really did a remarkable job with his research.This book is a well worth reading and pondering on.

  • Greg
    2019-04-10 21:04

    Informative, repetitive, thorough, overly long, and at times, weird.FRederic Laloux's Reinventing Organizations is an in depth survey into the evolution of organisational theory. He describes how organisations have evolved,over time, from the street gang, mafia type, impulsive, organisations, which he refers to as Red organisations, through conformist organisations, with strong rules, structure and a rigid hierarchy, which he calls Amber; then on to Orange, green and finally teal. He describes Orange as typified by companies such as Walmart, Nike and Coca-Cola where individual and collective greed seem to dominate as does a small circle of CEOs granting themselves higher salaries, lobbying governments and gaining more and more power. Here strategy and execution are king. As cultures have evolved, so some organisational structures have evolved into “Green” organisations, typified by Southwest Airlines, Ben and Jerry's and The Container Store. Unlike Orange, where materialistic obsession dominate, and there is social inequality and a loss of community, green seeks fairness, equality, harmony, cooperation, consensus and community involvement. A simple description is, Red - wolfpack, Amber – army type organisations, Orange – a machine and green - a family.The strength of the book is in the investigations into so called Teal organisations, that Laloux sees as the new evolutionary state. He has spent considerable time interviewing and examining several organisations, how they work, their strengths and the applicability of the teal structure to existing organisations. In simple terms, a Teal organisation is one that pushes authority downwards, and is run by the decisions made by the workforce. The reality is more complex as are the difficulties. Laloux feels that a founder of a Teal organisation should see such an organisation as having a life and purpose of its own, distinct from his own wishes and desires. His supporting examples make for fascinating study.This is not a book that one would pick up to get a general feel for the evolution of organisational theory as it appears to be aimed at the text book market where it makes few assumptions about its readers. Therefore it gives considerable background to the theories. Unfortunately this tends to make the book long and, at times, repetitive.It's major weakness is the incorporation of the writers personal prejudices as he seems to have embraced New Age and Gaia philosophies. “We need the consciousness of Green and Teal organizations to start healing the world of the wounds of modernity” seems reasonable as does “Teal organizations make peace with a complex world” but describing “The Evolutionary Teal” organisation “no longer as property, not even shared property in service of its different stakeholders. The organization is viewed as an energy field, emerging potential, a form of life that transcends its stakeholders, pursuing its own unique evolutionary purpose.” seems to be stretching language a bit far. He takes us further though with “Spiritual Re-enchantment” when he describes Teal people as seeking “unity and transcendence through personal experience and practices. This offers the perspective of teal societies that heal previous religious divisions and re-enchant the materialistic world of modernity through non-religious spirituality.” Laloux then goes on to promote something that he calls “Transcendent consciousness” whereby people seek “wholeness, to integrate all parts of the self, big and small. Sometimes, through meditative practices, or sheer luck, they have a peak experience beyond even the big self; they merge an become one with the absolute, with nature, with God. … People who transition to transcendent consciousness start to actively seek such experiences. … [personal development techniques] help to access non-ordinary states of consciousness – to experience, beyond separateness, beyond time and space, the oneness with all of manifestation.” He then describes some Buddhist types of transcendent consciousness leading to “oneness with nature, divinity, and the Absolute.” He proposes creating organisational “practices that work directly with the world of energy and spirit to help manifest an organization's evolutionary purpose with less effort and more grace.” Anyone who is captivated by this needs to contact the SCP (Spiritual Counterfeits Project) straight away.This book is a “Curate's Egg”. The good is very good, but the bad seriously detracts from that good. Don't be put off. Just don't read it through rose tinted spectacles (to mix my metaphors.)

  • Jurgen Appelo
    2019-03-25 21:22

    Wonderful book, full of inspirational stories. Pity it is full of "soulfull", "wholesome" and "spiritual" language.

  • Sergei_kalinin
    2019-04-08 22:30

    Если кратко, то книга - про идеальный организационный дизайн, в котором и работа делается отлично, и сотрудники счастливы, и всему окружающему миру (включая клиентов) бизнес создаёт всевозможные блага :)). Ключевое слово тут "идеальный" :), т.к. образ организации, представленный в книге - собирательный. Но если у кого-то всё же получится воплотить его полностью на практике - будет замечательно! Этот идеальный орг.дизайн описан на основе модной ныне "спиральной динамики" - как бирюзовый уровень/этап в развитии организации. Как по мне, так это притянуто за уши :)). Автор просто пишет о нескольких направлениях и методах орг.развития, давно уже используемых практиками, только прикручивает всё это к спиральной динамике. Но в целом книга получилась любопытная! Менеджерам и специалистам по орг.развитию читать рекомендую. Более развернутая рецензия в моем блоге:

  • Casper Wilstrup
    2019-03-22 20:26

    This book is a brilliant collection of patterns and practices in self-managing organizations - both for-profit and non-profits.I consider it a must-read for anyone interested in high performance, motivation based organizations.Laloux ties his observations together with Ken Wilbers 'Integral Theory', and the idea that human consciousness evolves in stages. Self-managing organizations being a manifestation of a new level of consciousness just now emerging which the author labels 'Teal' While this claim does indeed allow for some fascinating insights and observations, Laloux takes the idea way too far in my opinion. At certain points, the book becomes decidedly mystic. I fear that this will be a turn-off for many who would otherwise benefit greatly from reading the book.Towards the end, Laloux get's carried completely away, speculating about how the future might unfold as this new 'Teal' level of consciousness grows more widespread. In this part, I think that Laloux commits some significant logical blunders.For instance it appears that Laloux equates the concept of economical growth with physical resource consumption - thus neglecting the entire service sector which contributes most of today's economic growth. Indeed the worlds most modern societies - in Scandinavia and the US west cost - are today year over year reducing material resource consumption per capita, but at the same time enjoying significant economic growth.Laloux believes that the future will be characterized by zero or even negative economic growth, and celebrates this fact. This makes no sense, since the only way self-managing (or Teal) organizations can bring about lower economic growth is if they are less efficient than the organizational model it replaces.Nonetheless - I highly recommend reading the book. It's undoubtedly the book that has inspired me the most in recent years.Now I'll move on to the source and read some of what Ken Wilber really has to say about this 'Integral' thing.

  • Alexander Pavlov
    2019-04-16 21:28

    Фредерик Лалу описал свое видение эволюции моделей организаций и сосредотачивает свое внимание на модели, за которой будущее по мнению Фредерика, - Бирюзовой. Очень популярная концепция, которой увлечены многие из знакомых мне предпринимателей.Книга основана на собственном исследовании Лалу, проведенном в 12 организациях. Из неё можно почерпнуть несколько полезных концепций, подходов, практик, которые позволяют сделать организацию такой, чтобы работа в ней способствовала самореализации человека, была наполнена смыслом. Особенно рекомендую к прочтению тем, кто все ещё считает работу или дело неизбежным злом, которое не может приносить удовольствия, только деньги. Книге добавило бы ценности (и звезд), если ли бы Лалу уделил внимание неудачным кейсам. Когда попытка построить "бирюзовую" организацию оборачивалась крахом компании. Также было бы полезно уделить внимание тонким вопросам, возникающим при реализации описанных практик. Иногда складывается ощущение, что автор описывает "бирюзовый" подход в слишком "розовых" тонах.

  • Bjoern Rochel
    2019-03-23 00:18

    Wonderful content with unfortunate packaging.5 stars for the content. 2,5 stars for the writing style and choice of terms. Workplace happiness would have clicked more with me than wholeness, soulfulness, et all. Couldn't help to think sometimes "That sounds exactly like Star Trek utopia" or "wow that sounds pretty hippie". Might be because of my more achievement oriented up-bringing and the work environments I've witnessed in the last 15 years, though. That being said, having worked the last 10 month in a fully self managed team I certainly can see the advantage of working that way. Especially flexible roles vs narrowly defined, fixed responsibilities is something that worked amazingly well for us. And guess what, every team member likes that setup a lot. I'll definitely continue researching this topic space.

  • Alis Anagnostakis
    2019-03-27 21:11

    Brilliant!!Such an amazing source of inspiration for every leader seeking a different, more conscious way to lead businesses and, ultimately, for every person who wants to live a full and wholesome life. This is a book that will literally shift your mind!

  • Mark
    2019-04-19 01:12

    IN SHORT: This is an amazing book for anyone interested in newer styles of organizations. Be warned that the author makes you work harder than necessary because of his heavy bent toward mysticism. But the great parts are TOTALLY worth the effort.MORE DETAIL: This is an amazing book, and has many aspects based on research. Yet there is clearly a huge amount of subjectivity. For those who want to learn, have provoking ideas and solid concepts to customize and apply to an organization, the drawbacks (e.g. mystic bent, subjective areas) are small prices to pay. THE CRITERIA FOR APPRECIATING THIS BOOK: likely includes: 1. Interested in organizations, 2. Open to giving up authority for higher agile behavior (a solid believer in traditional hierarchical authority will likely find this book to be ridiculous… just being honest), and 3. You either like mystic type wording or can (like me) easily distill it into what the author is likely trying to convey.Frederic first discusses the stages of development, and makes clear how these are in lock-step with the development of humans (first humans begin experiencing a new way of seeing things, then organizations follow via their influence). It is a valuable backdrop to discussing details of organizations and structures, purpose, etc. The author rightly talks about the overlapping changes (which an observer of organizations will clearly see, and recall examples in her past). I personally think that the Pluralistic Green was not as much of a separate stage as it is a messy transition from Achievement Orange to Evolutionary Teal, but that’s a minor quibble to a great and orderly set of observations. Classifying will always draw such criticisms and cannot be perfect. Frederic does a great job.Awesome parts follow… Structures and Practices, and Emergence of Evolutionary Teal. These not only give concepts, but reference several organizations that have methodically developed solid processes that facilitate these types of structures (preventing what would likely be a combination of chaos and reverting to hierarchical authority) and specifically facilitating conflict resolution, and advice for wise but independent decisions, etc. This is the gold within the book. The types of practices that are referenced in Gary Hamel’s The Future of Management If you are starting an organization, or are at all open to converting your own organization, I positively encourage you to consume this book (and a few others). If you are a manager in an organization and you want to adopt this in your area, like the author, I’m skeptical except for scattered pieces that you can do. For those, I’d consider the book Carrots and Sticks Don’t Work… concepts there are much easier to implement within traditional organizations. But I still recommend this book… just realize that full Evolutionary Teal concepts are either threatening to others AND/OR will endanger your credibility. Yes… some truths are best not worn on your sleeve.Mystic influence on wording is very common and reached irritating levels to me, yet I could almost always succeed at distilling his words to a more direct concept. In this paragraph, I risk appearing to overly criticize on a simple aspect, but Frederic does this so much, I feel compelled to warn you… Frederic at times endangers his credibility needlessly, because many will not be able to see the gems within the mystic wording. One example is the frequent insistence on the idea of sensing what the organization wants (or wants to become). While I get it, there are much more direct ways of wording that concept (e.g. leveraging the more direct collective will and needs of both employees and community, etc.) At times, I had to re-read a passage because of the needlessly vague wording (e.g. “... act from deep integrity and align with what we feel called to do, the universe conspires to support us.”). Clearly the author has strong perceptions based in mysticism that influence his verbiage, so I glean the valuable concepts. It just made it more work than necessary to distill his words into more solid concepts.At the end (in an appendix) the author has what I call interesting brain candy about what is beyond evolutionary teal. It was mostly a fun read, yet with another mystic section. I enjoyed toying with “what might be.” Thanks Frederic, for an amazing book. This is one of my favorite books about organizations of all time.

  • Maria
    2019-04-05 20:13

    I DID IT! I FINISHED THIS BOOK!итак, организации будущего, или "от скучного к бесячему туда и обратно"о скучном: примерно к последней трети книги не осталось ни одной мысли, которая уже не была обмусолена ранее. по-хорошему, книгу можно без потери смысла сократить вдвое, а то и больше - по правде говоря, она мало что прибавила к той паре статей, которые я читала про бирюзовые организации раньшео бесячем: обмусоливание одних и тех же идей, безусловно, бесит, но не так, как слово "трансцендентальный" без тени сарказма. это как раз то, что статьи аккуратно обходят - что краеугольный камень всей этой бирюзовой эволюционности лежит в области эзотерики. сотрудники бирюзовых организаций на совместных медитативных, простите, стратегических сессиях пытаются вслушаться в голос организации и понять, куда она хочет идти. в одной компании есть практика - оставлять пустой стул на собрании, кто угодно может сесть на этот стул и начать транслировать, чего хочет организация. другие процессы тоже работают на этом уровне - скажем, в этой же компании на перфоманс ревью сначала оцениваемый и оцениватели пытаются настроиться на одну сердечную волну, потом на оцениваемого изливается свет и любовь, и в финале он плачет в катарсисев принципе, уже одного этого достаточно, чтобы понять, что я недостаточно просветлена для бирюзовой организации, но на самом деле есть еще кое-что очень важное. вся концепция самоуправления держится на одном основополагающем принципе: голосом Метатрона - непогрешимости Бога на том, что все люди ответственные, и им можно доверять. ты берешь человека в команду, он варится в бирюзовом котле, и понемногу у него вылупляется sense of ownership, и он сразу становится за мир во всем мире. и вот этому постулату противоречит вся моя жизнь от и до, поэтому я не поверю, что так бывает, пока не увижу своими глазами. итого: читать стоит только если вам по какой-то причине надо кровь из носу иметь собственное мнение по поводу всей этой бирюзовой просветленности. лично же я хочу выпить и поорать, и потом еще чутка выпить

  • Jeanny
    2019-04-03 22:30

    This book is a gift for anyone who can attest to how self-management can enable businesses to serve from the inside out. When I first became a manager, I started to introduce styles of self-management into my work. First, out of respect for the team of engineers with whom I used to work alongside. Then, out of practicality. Given the number of projects I oversaw, the amount of stakeholders I needed to keep updated, I knew that I could no longer go deep into a problem to make informed decisions on my own. While I didn't have any precedence nor a MBA to show me the way, as someone fresh out of the team, it just "made sense". Having been on the receiving end of layers of management, I knew exactly how I (and those in the team) didn't want to be led. I knew that there was a lot of knowledge and real care for customers within the teams. I also knew that there was an unnecessary, yet growing gap between management and the team, which led to a lot of mistrust, scapegoating and political intrigues. Eight years later, I've been able to set up conclaves of self-managing styled teams within Amber-Orange styled organizations. It's not an easy spiel to keep up, yet the success rate is baffling.For those of us, who truly believe that the future of work needs to be more human, more considerate, more authentic. Thanks to Frederic Laloux, we now have the language, the case studies and community to move this agenda forward!

  • Sergey Shishkin
    2019-04-11 19:26

    Everything in this book just makes so much sense to me and yet most of the evolutionary teal practices described in this book are so uncommon in the workplace today. It's shocking what cruelty can a human being do to another human being in a modern workplace. Command and control management, performance reviews, bureaucratic processes, hierarchies – all look barbarian from the evolutionary teal perspective.This book was very hard for me to read. Every page contrasting teal ways of work with those of the conventional amber and orange organizations would vividly revive my own post-traumatic reactions, increase my pulse and blood pressure. I almost dropped reading in the middle!Unfortunately for suffering employees, the author comes to a conclusion that an organization can not transcend to evolutionary teal from a prior stage unless its CEO and the board (or whoever currently has the last say in everything) have reached the teal level of consciousness. Unfortunately for the readers, this book doesn't analyze how do individuals progress from one level to another or how this progression can be facilitated externally. So if your current workplace sucks life out of its employees, it's because its top management believes that doing so is fair in exchange for salary, and this book will not give you a secret power to easily change that. Still a must read though.

  • Henry
    2019-03-27 22:25

    This book will help to foster evolution and transformation in my organization and many others. It validates changes already made and points to very clear changes yet to make. Go to the website and get the e-book and then gift back to Laloux what you want to pay for it.

  • Jeff Rogers
    2019-03-27 21:10

    I wish I could rate this higher. There are some good ideas here, but the book could be edited down significantly and be stronger as a result. Further, the author's appeal to things like evolution and "consciousness" as well as various mystical ideas related to consciousness is frustrating since the pseudoscientific justifications were offputting and had no basis in fact or reality.

  • Kief Morris
    2019-04-07 02:22

    Skip the forward! I nearly put the book aside because the writing style of the forward is exceedingly dry and academic. I know several other people who bought the book but didn't make it past the forward. Take my advice: skip over the forward and go straight to the main text, which is far more engaging, and well worth reading.

  • Daði Ingólfsson
    2019-03-22 23:19

    Wow, the best book on organizations I've read...ever, I think!

  • Ádám Bankó
    2019-04-17 03:19

    A defining experience.

  • Eduardo Ferro
    2019-04-01 21:15

    This is an incredible book that has had a deep impact on my thinking… It gives a great historical view of the different organizational model used by the humans and the correspondence of each model with each new stage of human consciousness.It also explains how we are changing to a new stage and that a new kind of organizational model is appearing. After giving this context and the explanation for each model, the book describes, this new "Teal" organizational model. The examples are very well documented and include a lot of details about the internals of the organizations selected. The author also describes the environment from a human angle that allows this kind of organization to flourish… This new organization, the "Teal" organization, is optimized to deal with actual complexity.An essential book for anyone interested in discovering the organizations of the future for this complex world.A wonderful book.

  • Alper Çuğun
    2019-03-27 00:08

    I have seldom had a harder time reading a book. Progress in this book was excruciatingly slow, hard fought and often not very rewarding.It doesn't help that I know a lot of what Laloux is writing about up to even the examples. One of the issues is that this method is not that popular so everybody has to fall back to use the same companies as examples.It also doesn't help that the book starts off with integral theory, something that can only be described as a load of mumbo jumbo. This stuff comes back a couple of times later as well and serves no function other than to damage the credibility of the author.That said there are a lot of things in here that taken by themselves are good and valuable that you may even be able to apply in your own practice. It's just this particular bricolage that tries to do too much and demands too big of a leap of faith from the reader. Instead it would be nice to read topical books on some of the methods here and add to that the odd book by Semler and Chouinard.

  • Kristinn Hróbjartsson
    2019-04-10 21:04

    Inspiring book with great insights into several companies Laloux describes as "teal" - organizations that focus on self management, wholeness at work and evolutionary purpose. Self-righteous and unfair in judging the other "more normal" organisation types and practices at times.A good bunch of practical ideas and processes and success factors when operating in the teal area, or moving there.I missed a critical discussion of the pitfalls, low-lights or challenges posed by transforming to teal. Also, there was little discussion of the role employees play in transforming.All in all, lots of interesting stories and companies to learn from.

  • Guillaume Belanger
    2019-04-14 02:05

    I found this book incredibly inspiring. I am certain this was one of the author's aims in writing it: to help inspire people create, lead and take part in human institutions driven by a purpose to do good; to help inspire people realise that we can only be truly happy and fulfilled if everyone with whom we interact also feel happy and fulfilled; to help inspire people view the world through the understanding that all of the resources of the world belong to no one nor even everyone, and that we are thus all stewards to everything around us, everything we touch, and everything exert an influence over; to help inspire people towards a natural caring and sharing through purpose and intent, relentlessly moving towards positive change on all levels.In addition, the book is also very practical with many examples, many comparison tables to clarify differences and distinctions that need to be identified and known. There is throughout the book many references to companies that function under this paradigm of the Evolutionary Teal worldview, with many examples of specific situations, specific issues and how they were resolved, specific aspects of these companies ways of working and day to day activities to show us how evolutionary self-organised institutions actually work in the world. I feel tremendously lucky to have read this book, but more importantly, I feel even more fortunate that this was the first book on management I've ever read. Starting with the freshest and most inspiring presentation of what our organisations and institutions can be like is amazingly empowering for someone who strives to make this world a better place. I hope that many people will read this important book, and will, through this reading, see the potential for improving, through the way we run our institutions, the ability to fulfill our most fundamental role as humans on this planet, our role as stewards of its wondrous and endless richness and beauty.

  • Ricardo Da Silva Oliveira
    2019-04-23 03:19

    This book is one of kind. It brings several styles and management books to a new ideal of thinking. Surely, as is mentioned in the book, is a first step and there's a long path ahead. But it provides different points of view to sustain this new paradox of human evolution and how we want to live in the future.

  • Trung Thieu
    2019-04-11 00:06

    Took me about a month with rigorous reading to finish this book.It proposes a totally different perspective of organization that we are used to.That's also the reason it might take us a long time to read/reflect/contemplate the book.

  • Kirk
    2019-03-30 00:11

    TL;DR: Interesting framework, crappy ideas. This is the most intellectually lazy book I've ever read. It starts with a metaphor, tying historical changes in human society with organizational structures. Laloux argues that organizational history recapitulates human history. While obviously simplistics and invalid it does provide a useful framework for sorting and classifying different organizational operating models. Parts of this book does resonate. Sure, who want to work in an organisation where employees are empowered, motivated, independent and mission driven? Something less material? Who wouldn't want to avoid soul-crushing workplace ruled though fear and MBO? And that's where he should have stopped, because after the first 100 pages this book a) becomes super tedious and b) goes totally off the rails. Laloux is so infatuated by the idea that he's discovered something DEEP and PROFOUND that he gets swept away by his own idea. While Googling reviews will provide many contradictions and inconsistencies pointed out buy others (just Google), let's just look at the shape of his argument At the start of the book, he claims different structures suit different purposes. Therefore we shouldn't think about structures as 'better' or 'worse'. By the end, he is using full normative language, and "Orange" structures are the epitome of all that is frustrating and soulless in the world. Anything 'Good' a company does is 'Teal' by definition. Anything that undervalues employees is 'Orange'. Ergo, Teal is the best and Laloux is a genius! I am not joking, this is the rationalization used by the book. "Teal" structures (aka anything he likes) are subtitled as EVOLUTIONARY, in case you weren't aware how forward thinking he was.But even putting aside his complete lack of consistency, logic, or attempt to make a intellectually honest argument. I am completely unconvinced that Teal would work. It's not like he's inventing anything new. You can run things the way he descries in small companies. No budgets, no central strategy, everyone does what they think is best. But when businesses grow you either need structure and guidance or the org dies. I've been in an organizations that would seem to fit as Teal - people pick their own projects, can spend their own money, entirely mission driven. It's hell. The company is stretched too thin. No one has direction. The organization doesn't work on the most important issues, but on what is most popular or fun. It's a total shitshow. People are empowered... and yet not any happier. There's a lack of visibility, direction, support and TONS of process to make anything work. So maybe I had a bad experience, but Laloux does little to convince me otherwise. He provides no evidence for his claims beyond some cherry picked anecdotes. Example: If I heard a company lost 50% of new hires in the first year, that would be a giant red flag for a dysfunctional org. But for Laloux, it's just evidence that some people are so brainwashed by 'Orange' organizations that they can't adjust to the employee paradise that is 'Teal'. His bias is so transparent that I have trouble taking anything he says at face value. Could Teal work? He provides zero neutral evidence. Zappos, the only org I know that fully embodies what he advocates, is a mess that had 20% turnover last year. This book is all pseudoscientific Age of Aquarius psychobabble. It's the Myth of Progress, false equivalence and total BS. This book doesn't even deserve to be caused anecdotal evidence. With anecdotes, I expect something intended to be a generalizable example of something truth. This is just plain cherry picking. Oh and the supporting anecdote about the person with fucking PSYCHIC POWERS? How does an editor just not burn a manuscript after that?This rage-typed, unedited mess of a review is still more coherent than this nonsense.As a manual for unleashing the potential of your employees, I award this book 1 star. Read Drive.

  • Egor Gurev
    2019-04-07 21:32

    Потрясающая, очень провакационная технология формирования компании нового "бирюзового" типа. Раскрывает проблемы низкой эффективности труда, отсуствия мотивации и фактов что в текущем "оранжевом" мире значительная часть сотрудников в компаниях, обменивают время на деньги с минимальным энтузиазмом, не вкладывая душу в дело своей жизни и своей компании. Книга рассказывает как перейти от контроля к доверию и как создать условия позволяющие выйти на новый уровень в эффективности менеджмента.

  • Mario Sailer
    2019-03-27 21:22

    Reinventing Organizations could have been a great book if it was not full of spirituality and and if the author would have been less superficial. When I read this book, I went through a whole bunch of different feelings. First excitement because I like the idea of self-managed teams. Then disappointment when I realized, that it is sometimes a bit flat and superficial. Then interested again when I read about all the companies having employed self-management, from most of which I have not heard before. This interest resulted in research in the internet which resulted in anger. I had to realize, that the author at best has a selective perception, at worst is not sincere with the reader, because things depicted in the book are in a way which underpins his (spiritual) way of thinking. If you read other sources things get another, less spiritual (and we all love each other because we are good and we only want the the best for the world therefore sacrificing our-self) flavor. At the end it just was a torture to get finished. If someone is really interested in self-management and self-organizing teams and wants to know what to do to get closer to this ideal (apart from believing in the good of men and blaming management to subdue employees) this book does not help very much.

  • Pamela
    2019-04-22 23:28

    This book was fascinating. The idea that organizations are able to transform into places of soul, trust, meaning, and purpose is thoroughly researched and explored in this book. I found myself longing for this kind of a workplace. I believe it exists and now am searching to find it. I will definitely reread this book. This is a great place to start for entrepreneurs who feel a call to make their business one that serves the world with pure purpose other than making themselves wealthy...although this book points out that the businesses around the world that are following these guidelines are doing remarkably well.

  • John Stepper
    2019-03-22 23:08

    A brilliant book. Insightful and inspired. Full of excellent examples from a variety of organizations and yet it is a fundamentally human, almost spiritual book. The book has inspired me to think more broadly and deeply about my work, about how it might be applied, about the difference it can make, and about doing and being more. One of the best, most inspiring management books I've ever read.

  • Rozana
    2019-04-04 21:22

    A must read for anyone wanting to shift their organization & work practices to a progressive holistic & self-managing culture (named Teal, as in the color teal). I'm using this book, as a main resource with a few clients, for adopting important (& meaningful) practices that exponentially shift their organization to a higher level of human-consciousness. I highly recommend the book for leaders, coaches, HR managers & organizational development personnel/consultants.