REORIENTATING ORGANIZATIONS · Frederic Laloux: Reinventing organizations - Belgian consultant -...

REORIENTATING ORGANIZATIONS

Stijn Deprez Ligand2018

REORIENTATING ORGANIZATIONS - STIJN DEPREZ

REORIENTATING ORGANIZATIONS - STIJN DEPREZ 2

The state of Stijn Deprez

May 2016 – Bethlehem Pennsylvania

october 2017

Two weeks ago

Why reorientating organizations?

Work makesus sick

Half of Belgian employees are looking for another job.

"If everyone had to think outside the box, maybe it was the box that needed fixing“

Malcolm Gladwell, What the Dog Saw

Reflection: What do you see in your country on theworkplaces?

Frederic Laloux: Reinventingorganizations

- Belgian consultant - Researched management

systems worldwide

“We have turned schools, almost everywhere, into soulless factories that process students in batches of 25 per class, one year at a time. Children are viewed essentially as interchangeable units that need to be channeled through a pre-defined curriculum. At the end of the cycle, those that fit the mold are graduated; castoffs are discarded along the way. Learning happens best, this system seems to believe, when students sit quietly for hours in front of all-knowing teachers who fill their heads with information.”Laloux.

Historical and developmental perspective

An overview in colorshttps://www.youtube.com/watch?v=g0Jc5aAJu9g&t=452s

Historical and developmental perspective

Teal organization <-> Restorative organization

3 breakthroughs in teal organizations

1. Self-management2. Wholeness3. Listening to evolutionary purpose

1. Self-management

1. Leaders are overworked2. Self-management is not new3. 3 misunderstandings

1. Self-management = no stucture2. Endless meetings3. Still in experimental phase

4. Selfmanagement needs an upgrade of most of theelementary management practices: structure of theorganization, budgets, functions, targets, meetings, investments, resignation,…

1. Self-management - structures

1.No pyramid

Buurtzorg: “Nobody is the boss of somebody else.”

• Traditional pyramidal structures demand too much of too few and not enough of everyone else (Gary Hamel)

• New organogram • A new assumption

“all colleagues have the obligation to do something about anissue they sense,…”

1. Self-management - organogram change

2. No middle-management

Bureaucracies are built by and for people who busy themselves provingthey are necessary, especially when they suspect they aren’t (Ricardo Semler)

From control to trust

Self-management needs trustand open communication

More and a bigger variety onfeedback is needed

Johari-window

CIRCLES

FEEDBACK

Shift fromavoiding conflicts to learn people how to deal with conflicts

How do people manage conflicts?

In a teal organization it is essential that every collegue is trained in conflict management (or Restorative Practices)

1. Self-management - opportunities for RP

2. Breakthrough 2: Wholeness

If the soul is not welcome in the organization, you get soulless organizations

2. Wholeness in practice

• Safe work environment where personal interests meet organizational interests

• Colleague principles• Circles• Time and space for reflection

Colleague principles• We are happy with the job in Ligand. • We speak in an open and direct way. You will not hear us speak

about the other if the other wouldn’t be happy with it. • We trust in what our colleagues do.• We take a leading role alternately.• It is the love for peole that is our drive.• We enter the room with a smile.• We always assume that the other person might be right.• We trust that everythings comes alright• We do not loose time acting busy.• …

2. Wholeness reflection

How is reflection build in in your organization?Let’s share some good ideas.

• Recrutement and start-up: where the lie starts

• Meetings

InfrastructureChurchill: “we shape our buildingsand then they shape us.”

Attention for climate and society

Reflection:

How does your organization take responsibility for what happens in the world (socially, ecologically, …)?

3. Listening to evolutionary purpose

1. No long term plans2. Listening to the deeper goal of the organization and to the

people. 3. Strategic plans, balances, targets. It is like machines. The

new metaphor is living organisms. -> self set targets 4. Fun

Conclusion

the color is teal

REORIENTATING ORGANIZATIONS · Frederic Laloux: Reinventing organizations - Belgian consultant -...

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