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Reinventar las organizaciones (Cover and edition may vary)

Reinventar las organizaciones (Cover and edition may vary)

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  • Create Date：2022-02-18 02:53:32
  • Update Date：2025-09-07
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  • Author：Frederic Laloux
  • ISBN：8416601054
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Reviews

Erika RS ，

To say that organizations are soul-sucking bastions of bureaucracy is to reference a trope， but one that has its foundations in truth。 Can we do better？ In this book Frederic Laloux explores the idea of Evolutionary-Teal organizations as a way to create organizations which effectively achieve a meaningful purpose while being fulfilling for the individuals working there。 Laloux looks at multiple organizations that have figured out a way of working that seems better at dealing with the complexitie To say that organizations are soul-sucking bastions of bureaucracy is to reference a trope， but one that has its foundations in truth。 Can we do better？ In this book Frederic Laloux explores the idea of Evolutionary-Teal organizations as a way to create organizations which effectively achieve a meaningful purpose while being fulfilling for the individuals working there。 Laloux looks at multiple organizations that have figured out a way of working that seems better at dealing with the complexities of modern problems。 The variety of organizations that he looks at is both a strength and a weakness。 It is a strength because we get to see how similar practices play out in different ways across organizations。 It is a weakness because the overall model is something of a collage。 It's hard to get an idea of what any one of these organizations is really like。 In a way， this book presents an organizational model that is an archetypical ideal。 Like all archetypes， taking it too literally as an ideal will make you blind to the challenges associated with achieving that ideal。 （Archetypes are better north stars than blueprints。） That said， it is still useful as a proof of concept that organizations can operate differently， in ways that are more flexible， adaptable， resilient， and meaningful。 How generalizable this is， how much this scales， and whether or not these current organizations are a stable species or an intermediate species on the way to something else is unclear。 For those familiar with adult development theories or other similar theories of development of individuals or groups， you'll quickly recognize Laloux's use of developmental stages。 The basic idea behind these stages is that the world can be approached with different postures。 Each posture creates new problems that cannot be solved from that posture and so requires new ways of thinking。 More complex postures are not better; they are just fit for more complex circumstances。 As a concrete example， being focused on individual wholeness is a death sentence in war zone， be it literal or figurative。 On the other hand， focusing on zero-sum win/lose logic when the goal is innovation leads to stale ideas。 Laloux maps a generalized notion of these development stages onto organizational structures。 He primarily focuses on three: Achievement-Orange， Pluralistic-Green， and Evolutionary-Teal （yes， the colors are kind of annoying; that's all it's worth saying about it）。 Achievement-Orange is the paradigm of today's standard successful business organization: objective and achievement oriented， focused on growth， profit， and worldly success。 Pluralistic-Green focuses on culture， equity， individual empowerment， intrinsic motivation， and multiple stakeholders。 Evolutionary-Teal is characterized by a focus on wholeness。 Individuals are less attached to their own ideas and able to see how seemingly disparate ideas integrate。 Learning and creating shared worldviews are valued。 One of my frustrations with this book is that the Evolutionary-Teal model is primarily compared to the Achievement-Orange paradigm。 In some ways this is fair: Achievement-Orange is the dominant business paradigm。 In another way it is unfair: I suspect many of the advantages that Evolutionary-Teal has over Achievement-Orange are also shared by Pluralistic-Green。 Thus， comparing to Achievement-Orange makes it harder to truly understand the differentiating advantages Evolutionary-Teal over Pluralistic-Green。After introductory chapters which lay out some of the fundamental concepts above， the bulk of the book is spent discussing the three fundamental practices of Evolutionary-Teal organizations: self-management at scale， a focus on individual wholeness within organizations， and a evolutionary sense of purpose where the direction of the organization depends on the signals that the organization itself provides。 The chapters on self-management are the most extensive。 Self-management is a set of interlocking practices that need to work together for the practice to be effective。 Self-management is， roughly， exactly what it sounds like。 Instead of individuals being slotted into a hierarchical authority structure， they are in more egalitarian structures where they act as teams or individuals who have high level of autonomy to achieve their purpose。 The best structure depends on how the organization realizes value （there's a nice appendix to that effect）。 Distilling the key elements to their essence， there are three key practices for self-management。 An advice process requires that all decisions be made by asking for and seriously taking into consideration advice from all people affected by the decision。 There are different formats for the advice process， but a common feature is that they do not require consensus but they do require addressing all substantial objections。 People don't have to vote yes， but they can vote no。The next key piece is a conflict resolution mechanism。 Conflict will occur and some amount of conflict is good for the organization — as long as it's based on conviction， not ego。 Conflict resolution processes can vary。 Their common core is to try to resolve problems as autonomously as possible。 Even when others are brought in， they are considered to be giving advice， not dictating a resolution to the conflict。 The other key element of the conflict resolution process is that resolving conflict becomes the responsibility of everyone in the organization。 The final key practice is peer based evaluation and salary processes。 People need to be evaluating each other to ensure that they are getting developmental feedback and， to be more blunt than the book was about it， to handle slackers。 Peer based salary processes promote equity。 They also ensure that people understand whether or not the work they are doing is valued by their peers。One thing that was hiding between the lines throughout the book is that self-management requires people to be __tough__。 Laloux uses the term responsibility a lot。 I don't think that term is incorrect。 However， it doesn't quite capture how on-the-ball people need to be to make self-management as described work。 Individuals need to be masters of what Kim Scott calls Radical Candor: the ability to care personally while also challenging directly。 This is hard to do， and expecting everyone in an organization to be able to do this is a high bar to set。 I'm not saying it's impossible， but it does make me wonder what a variation of self-management that could scale to a broader population would look like。 Another related concern I have is that because self-management depends on people acting with good intent， it feels prone to sabotage from the inside。 There is always bias that makes it harder to be valued if you are productive but uncongenial and bias that makes it easier to be a friendly slacker。 However， I do wonder if these biases might be magnified even more in a self-managing organization where there's more flexibility and less clear lines of accountability。 The professional mask that we wear often leads to work being exhausting and limiting rather than helping it be part of what helps us have a meaningful life。 The next key pattern of teal organizations is finding ways to encourage wholeness in the workplace。 This entails letting people find a way to bring their humanity to work rather than expecting them to conform to an artificially constrained sense of what is acceptable。 Key wholeness practices include clear and explicit ground rules for creating psychological safety。 These rules come with the expectation that everyone is responsible for following these rules and raising concerns when the rules are violated。 Beyond just psychological safety， practices which help to encourage showing humanity at work， such as check-ins and storytelling， can help to make work a more meaningful and welcoming place。 Concrete things that can be done to encourage bringing one's humanity include having a physical space which reflects the humanity， purpose， and individual personality of the organization — one which is neither corporately sterile nor designed by outsiders who create an artificial sense of quirkiness。 The onboarding process needs to take time to thoroughly introduce new hires to the organization's principles — especially since those principles are likely to be unfamiliar。 Meeting practices need to invite wholeness and promote psychological safety to avoid getting focused on individual ego。 Unlike the self-management or wholeness， the idea of introducing organizational purpose is probably the easiest to get support for。 It's standard organizational practice these days to want to have a sense of purpose the organization is trying to achieve。 However， a sense of evolutionary purpose goes beyond often empty， often bland corporate statements of purpose。A sense of evolutionary purpose acknowledges that the organization itself emergently defines its purpose。 Authentic purpose cannot be imposed from above。 Organizations need to listen for this purpose and listen for the ways it is changing。 They also need to articulate the purpose frequently so that it becomes a living part of the organization's decision making process， including creating space to listen at each meeting for whether or not the meeting is upholding the organization's purpose。 Alignment with the organization's purpose should be a key part of the hiring process。 In addition to deep diving into all of these areas with details and examples， the book discusses how to create or pivot organizations to be more teal。 It also briefly discusses how these ideas might apply beyond organizations。 Overall， I think Laloux's perspective on organizational development is valuable if you take it as an exploration of an archetype rather than as a guidebook。 I do believe that we can create organizations where people have more autonomy， more room for humanity， and a deeper sense of individual and organization purpose than is typical today。 Does it look exactly like this？ I don't know。 Does it look more like this than the Achievement-Orange paradigm？ Quite possibly。On a personal note， while I have never worked in an Evolutionary-Teal organization， I have worked in a organization where for some roles， at some times， the world was nearly Evolutionary-Teal: there were high levels of autonomy and flexibility in what work to do （within the given role）， there were official organizational programs which encouraged wholeness and being more than just your professional mask。 This didn't last。 It depended on the organization having high revenue growth which allowed for slop at the margins。 It depended on an organizational culture which didn't realize that hiring for a particular conception of the "best" selected for a narrow， homogenous culture。 Given both the good and bad of this experience， I approach the idea of a sustainable， equitable， diverse Evolutionary-Teal organization with some trepidation。 Yet I can enthusiastically speak the feelings of meaning， purpose， joy， and intrinsic motivation that come when the conditions do point in an Evolutionary-Teal direction。 。。。more

Gustav Messany-Oberwandling ，

It speaks out what I also feel， see and strive for。 This path we are walking fills me with joy。 I wrote my philosophy bachelor thesis about Maslow and this connects well。 And the book is much better than the audio book。

Tom ，

An amazing book about what happens when you start to trust your colleagues。It's full of useful， clear and surprising information about all current organisational models and of course about "self-management / evolutionar / turquoise" organisational model it newly introduces。 You can find there many - very detailed - examples about many different "turquoise" companies and about every company aspect you can imagine （decisions， meetings， conflicts， hiring， finances etc。）。I would recommend it even to An amazing book about what happens when you start to trust your colleagues。It's full of useful， clear and surprising information about all current organisational models and of course about "self-management / evolutionar / turquoise" organisational model it newly introduces。 You can find there many - very detailed - examples about many different "turquoise" companies and about every company aspect you can imagine （decisions， meetings， conflicts， hiring， finances etc。）。I would recommend it even to employees of currently prevalent "corporate / aspirational / orange" organisational model as you can see - on many examples - how soulless， irrational， ego-centric companies are and that we used to it so much that we don't even think about it。The book is such information heavy and inspiring that I highlighted almost half of the book :-） 。。。more

Sofia ，

Really interesting book about alternative ways to organise work。 I found it super inspiring， however I also found it lacking in practical tips。 Furthermore， the author primarily gives examples of only 1-2 organisations of one type and doesn't mention any other examples。 Also I wish the author spoke more about step-by-step changes and how to troubleshoot potential hiccups。 I'm starting an organisation soon and I will be skeptical to implement this way of organising （lack of hierarchy）。 I think un Really interesting book about alternative ways to organise work。 I found it super inspiring， however I also found it lacking in practical tips。 Furthermore， the author primarily gives examples of only 1-2 organisations of one type and doesn't mention any other examples。 Also I wish the author spoke more about step-by-step changes and how to troubleshoot potential hiccups。 I'm starting an organisation soon and I will be skeptical to implement this way of organising （lack of hierarchy）。 I think unfortunately the way the world works at the moment， we do need managers and senior managers and everyone should have someone else to be accountable to and to have someone to be responsible for their growth。 I will keep it in mind though for the future and may implement some separate tips from here if I can。 。。。more

Jennifer ，

Organizations typically operate in a pyramid style， but Frederic Laloux believes that we can embrace a new way of doing things to build a better organization and world。 Some examples: Give all people autonomy， value and purpose。 Manage yourself and bring your entire self， including head， heart and gut， to work。 Improve communication and become more vulnerable。 These and other tips can transform our organizations， communities and world。 This book is one of the best I've read this year。 It transfo Organizations typically operate in a pyramid style， but Frederic Laloux believes that we can embrace a new way of doing things to build a better organization and world。 Some examples: Give all people autonomy， value and purpose。 Manage yourself and bring your entire self， including head， heart and gut， to work。 Improve communication and become more vulnerable。 These and other tips can transform our organizations， communities and world。 This book is one of the best I've read this year。 It transforms my way of thinking and would make companies healthier places to work。 In addition to sharing what a Teal Organization is， this book shares insights for transforming your current workplace or creating a new company that embraces Teal。 。。。more

Jose Torroja Ribera ，

El primer tercio muy interesante y novedoso。 A partir de ahí ha sido como leer crónicas marcianas y acaba con la propuesta de difuminar la propiedad privada （en fin…）Pero no deja de ser muy interesante。

Ana Giraldo ，

This book just feels right。 I have no other words to describe it。 I would think you are going to enjoy it if there is a part of you that feels there is something wrong with the way organizations and in general our society is built and "managed"。 This book just feels right。 I have no other words to describe it。 I would think you are going to enjoy it if there is a part of you that feels there is something wrong with the way organizations and in general our society is built and "managed"。 。。。more

Evan Kostelka ，

The book opens with a quick primer on the stages of human consciousness evolution。 This research is over many decades and by many researchers。 The stages apply to individual and societal growth。 Each stage is most efficient at certain tasks， none are inherently 'better。' However， the higher up you go the larger impact and problem solving you can accomplish。 i。e。 It's difficult to think logically when you haven't eaten in a week。Then the bulk of the book discusses practical and philosophical face The book opens with a quick primer on the stages of human consciousness evolution。 This research is over many decades and by many researchers。 The stages apply to individual and societal growth。 Each stage is most efficient at certain tasks， none are inherently 'better。' However， the higher up you go the larger impact and problem solving you can accomplish。 i。e。 It's difficult to think logically when you haven't eaten in a week。Then the bulk of the book discusses practical and philosophical facets of Teal stage organizations。 The three breakthroughs are self management， wholeness， and evolutionary purpose。 12 companies were researched to give practical examples of how they implemented Teal stage practices。For those wondering what's wrong with organizations and what the next stage would look like， this book is for you。 。。。more

Vanessa Germain ，

First book I am rating 5 stars！！ Very thought-provoking and challenged the way I think about workplace dynamic and meaning of work。 Also very hopeful

Nasos Kladakis ，

I tried to like this book。 Describes a utopian dream disregarding the facts about human nature。 All political or other systems that have ignored human nature are failing or became worse than the systems they tried to replace。 Also the book is unnecessary long， repetitive and boring。 Of course it talks about a future state of human consciousness that we might achieve some day。 So let’s wait until then。

Vasyl Pasternak ，

This book is strange。 Teal organizations is our future， but some examples of organizations， and their management practices shown in the book seemed not very good。 For example， the practices of dismissal or creating the wholeness。 Unfortunately the topic requires development。

Chase ，

Good food for thought。

Mahmoud Ebrahim ，

Unrealistic

Martine Delannoy ，

Great book， inspiring for many。 Yet I am afraid many organizations are also using it as an illusive front covering another world view。 It might be interesting to start a series of bloopers on the subject: "what not to do"。。。 Great book， inspiring for many。 Yet I am afraid many organizations are also using it as an illusive front covering another world view。 It might be interesting to start a series of bloopers on the subject: "what not to do"。。。 。。。more

Ana Paula ，

Um livro essencial。 Disruptivo， intenso e mind blowing。 Apesar de escrito há alguns anos， ainda é vanguardista。Laloux não tenta prever o futuro， mas mostra como empresas no presente estão sendo disruptivas e antifrageis。Tem suas brechas pela falta de base teórica， mas ainda assim tem um alto valor a leitura。 Recomendo de olhos fechados。

Luka ，

I'd recommend this to any manager in the world， no matter the company or industry - and especially to c-level management。 Frederic did a thorough case study of the human consciousness， and how it's evolution fit into different paradigms and organizational structures that have co-evolved with it。 From red organizations who are oriented towards power， family and trickery， to orange success and goal driven companies of the modern age and green ones - where family is everything; every type of organi I'd recommend this to any manager in the world， no matter the company or industry - and especially to c-level management。 Frederic did a thorough case study of the human consciousness， and how it's evolution fit into different paradigms and organizational structures that have co-evolved with it。 From red organizations who are oriented towards power， family and trickery， to orange success and goal driven companies of the modern age and green ones - where family is everything; every type of organized group with a purpose is covered。 And then comes Frederic's new way of structuring the organization - Teal Way。 He covers almost every process， structure and department inside companies and proposes new ways of thinking about them。 And all of these is supported with case studies of organizations who already did it， and guess what - it works！ Even if you don't plan to change structure or implement any of the Fredric's solutions - it is still a highly thought provoking book， that offers a completely new lenses when viewing management， structures， processes or generally - organizations。 。。。more

Quỳnh Tracy ，

It's such an inspirational book speaking to my heart intensely！ I do believe this style is what our young generations at our age need to not only work but also "live" at the workplace。 _feeling lucky， grateful & happy to read it。 It's such an inspirational book speaking to my heart intensely！ I do believe this style is what our young generations at our age need to not only work but also "live" at the workplace。 _feeling lucky， grateful & happy to read it。 。。。more

Ashish Sharma ，

One of the best books I've read on organizational behavior！ It left me with more questions than answers， to be honestThe idea that organisations have evolved， like humans， over the centuries is fascinating。 Frederic has demonstrated this with relevant examples。 In this new hyper-connected world， the argument that we're up for a new leap in evolution for organisations is exciting。 I've started my hunt for Teal orgs around me and how they work。 Let me know if anyone is hiring :P One of the best books I've read on organizational behavior！ It left me with more questions than answers， to be honestThe idea that organisations have evolved， like humans， over the centuries is fascinating。 Frederic has demonstrated this with relevant examples。 In this new hyper-connected world， the argument that we're up for a new leap in evolution for organisations is exciting。 I've started my hunt for Teal orgs around me and how they work。 Let me know if anyone is hiring :P 。。。more

Liliana Reina ，

The ilustrated version is a good way to summarize and even though I haven't read the large version， this one was a great option as it is easy to read and gives practical ways to approach human-centered business management and agile and collaborative team structures。 The ilustrated version is a good way to summarize and even though I haven't read the large version， this one was a great option as it is easy to read and gives practical ways to approach human-centered business management and agile and collaborative team structures。 。。。more

Solomiya Biletska ，

Ідея цікава， хоч і трохи утопічна: тяжко уявляю， як її застосувати для великих організацій， зберігаючи при цьому стратегічний фокус， прозорість і відточеність процесів。 Хоча на масштабі невеликих команд може спрацювати。 Але， загалом， книжка написана супер нудно。 Аж занадто багато води і повно "прикладів"， які пояснюють очевидні речі。 543 сторінки можна легко скоротити вдвічі。 Ледве дочитала。。。 Ідея цікава， хоч і трохи утопічна: тяжко уявляю， як її застосувати для великих організацій， зберігаючи при цьому стратегічний фокус， прозорість і відточеність процесів。 Хоча на масштабі невеликих команд може спрацювати。 Але， загалом， книжка написана супер нудно。 Аж занадто багато води і повно "прикладів"， які пояснюють очевидні речі。 543 сторінки можна легко скоротити вдвічі。 Ледве дочитала。。。 。。。more

Mikhail ，

The author describes several types of organizations as their progression from most top-down with strict rules and punishment for non-compliance to self-organizing companies that run bottom-to-top。 He describes the latter type as "evolutionary" with the following main traits:- Organization has a meaning， a purpose to exist， and builds itself to get closer to the goal （not profits）- Decisions are made cooperatively by all workers with minimal amount of coordination and no targets or commands from The author describes several types of organizations as their progression from most top-down with strict rules and punishment for non-compliance to self-organizing companies that run bottom-to-top。 He describes the latter type as "evolutionary" with the following main traits:- Organization has a meaning， a purpose to exist， and builds itself to get closer to the goal （not profits）- Decisions are made cooperatively by all workers with minimal amount of coordination and no targets or commands from the top- The culture of trust， team work， cooperation， enabling others to succeedThere is a dozen of case studies that illustrate how such organizations can work and succeed in our profit-driven world。The books is quite eye-opening， with lots of ideas and food for thought。 It's probably not very actionable unless you are planning to start an organization。 However， having multiple perspectives on common things is always useful， so I appreciated the book。It could be made a bit shorter but that's not a major downside。 。。。more

Veslava A ，

This book didn't have to win me over， but instead supported my beginnings and helped me start managing a big project。I found one third of the book bonkers， other third genius， the other is mostly useful。The book does seem repeating itself at times， but the first third of the book is well-structured and a highly enjoyable read。 This book didn't have to win me over， but instead supported my beginnings and helped me start managing a big project。I found one third of the book bonkers， other third genius， the other is mostly useful。The book does seem repeating itself at times， but the first third of the book is well-structured and a highly enjoyable read。 。。。more

Antonela Mestrovic ，

I was so amazed by this book。 It really brings a new perspective。 I admire the author for being so courageous to write it fully authentically and not leaving out the spiritual dimension only because it is not popular in the business world。 Both the content and how he brought himself forward gave me so much inspiration！ The book is very well structured， great combination of practical examples and bird's eye perspective on the evolution of human development。 I cannot recommend it more for everyone I was so amazed by this book。 It really brings a new perspective。 I admire the author for being so courageous to write it fully authentically and not leaving out the spiritual dimension only because it is not popular in the business world。 Both the content and how he brought himself forward gave me so much inspiration！ The book is very well structured， great combination of practical examples and bird's eye perspective on the evolution of human development。 I cannot recommend it more for everyone seeking for more conscious and meaningful organizations！ 。。。more

Rebecca ，

Reading this book is a little bit like exploring my own origins。 Working in an organization which has drawn greatly on this book for inspiration， it's extremely cool to read the "original"。 To get to the base ideas behind the things that we do every day at our workplace， and thereby to see where we struggle and where we thrive。This book starts out with an incredibly dull foreword （sorry）， followed by an incredibly interesting summary of human cognitive development， from before we could grasp the Reading this book is a little bit like exploring my own origins。 Working in an organization which has drawn greatly on this book for inspiration， it's extremely cool to read the "original"。 To get to the base ideas behind the things that we do every day at our workplace， and thereby to see where we struggle and where we thrive。This book starts out with an incredibly dull foreword （sorry）， followed by an incredibly interesting summary of human cognitive development， from before we could grasp the concept of consequences （and therefore punishment， the crudest version of control） up until today - and possibly into the future。 The big new perspective here is that the development of human consciousness has been mirrored in our way of organizing ourselves， giving way to different types of organizations over the course of human history。 Each with its own breakthroughs， each with its own （in the rear mirror） obvious flaws。Then he dives into the idea of what organizations could become， based on a few pioneer examples。 And doesn't the future look bright？The text is wonderfully hands-on in its advice， giving concrete examples while still not losing the general outlook。 The only drawback is the lack of examples of Green behavior - most of the new Teal inventions are contrasted with Orange， making Green seem almost like a temporary state of affairs in the movement towards Teal。 But overall， I find this to be one of the most useful "business" books I have ever read。 The actions to take from here are clear， and so is the vision of where we want to go。Hoping to build a Teal society。 。。。more

Anton Chernetskiy ，

Хотелось бы больше фактов и научности， но даже без этого в книге есть много интересных идей， что стоит проверить。

RICARDO SORRON ，

Success experiences in a new way in Organizations

Olivia ，

This book is so poorly written。 It stops having new information 150 pages in （305 total pages）。 I also don’t love the crazy psychological take on things。 Some of his statements are also just plain wrong。 I work at a Teal organization so I was able to pick up on all the concepts first hand at work， which was cool。

Ellie ，

Read it to get management tips for work。 Really interesting concepts that I think we can apply to my company。

Larissa Silva ，

Eu simplesmente amei esse livro。 É incrível como ele prova e quebra estereótipos das organizações e mostra como deve ser a nossa postura num ambiente que pensa mais no coletivo que no individual， e que trata colaboradores como adultosAdorei demais

Sunny ，

I thought this was a super impressive book。 The book is about teal organizations。 Teal is a greenie blue turquoise type color。 It describes a progression from the shareholder value gaining， profit gaining， organization to an org which essentially is able to self manage， have a lot more trust amongst the people， enable individuals to make more mistakes and feel more psychologically safer making those mistakes etc etc。 The book gives examples of quite a few different organizations which are alread I thought this was a super impressive book。 The book is about teal organizations。 Teal is a greenie blue turquoise type color。 It describes a progression from the shareholder value gaining， profit gaining， organization to an org which essentially is able to self manage， have a lot more trust amongst the people， enable individuals to make more mistakes and feel more psychologically safer making those mistakes etc etc。 The book gives examples of quite a few different organizations which are already heading in this in this direction and the one which really stood out for me was the Dutch home care organization called Burtzoorg。 Basically the premise is that you allow individuals to manage themselves in non egalitarian non hierarchical structures where the teams essentially set the rules。 Anyway enough of me rambling here are some of the best bits from the book:Change: You never change things by fighting the existing reality。 To change something build a new model that makes the existing model obsolete。 Richard buckminster Fuller Change: anthropologist Margaret Mead once said: never underestimate the power of a few committed people to change the world。 Indeed it is the only thing that ever has。 Success: The goal in life is to get ahead， to succeed in socially acceptable ways， to play out best the cards we are dealt with。Innovation: One of orange’s shadows is innovation gone mad。 Orange is a type of organization which is after success。 with most of our basic needs taken care of， business increasingly tries to create needs， feeding the illusion of more stuff we don't really need: more possessions the latest fashion， a more youthful body， will ultimately make us happy and hold。 We increasingly come to see that much of this economy based on fabricated needs is unsustainable from a financial and ecological perspective。 We've reached a stage where we often pursue growth for growth sake， a condition that in medical terminology would simply be called cancer。 Roles: Don Beck a student of development psychologist Claire graves uses an insightful analogy: if evolution were music， stages of development would be musical notes， vibrating at certain frequencies。 Humans would be like strings capable of playing many different notes。 The ranges of notes they can play depends on the range of tensions they have learned to accommodate。Complex change: The trigger for vertical growth always comes in the form of a major life challenge that cannot be resolved from the current worldview。 When we face such a challenge we can take one of two approaches: we can grow into a more complex perspective that offers a solution to our problem， or we can try to ignore the problem sometimes cling more strongly to our existing worldview。Humanity: consciousness: The most exciting breakthroughs of the 21st century will not occur because of technology but because of an expanding concept of what it means to be human。 John naisbittFear: fear is the cheapest room in the house。 I would like to see you living in better conditions。 HafizKnow thyself: the ultimate goal in life is not to be successful or loved， but to become the truest expression of ourselves， to live into authentic selfhood， to honor our birthright gifts and callings and be of service to humanity in our world。 In a teal organization， life is seen as a journey of personal and collective unfolding towards our true nature。Burtzoorg: in the 1990s the health insurance system in netherlands came up with a logical idea: why not group the self employed nurses into organizations？ After all their obvious economies of scale and skill。 when one nurse is on vacation， sick or simply trying to get a good night's sleep， someone else can take over。 Teamwork: the question is not how you can make better rules， but how you can support teams in finding the best solution。 How can you strengthen the possibilities of the team members so that they need the least amount of direction setting from above。 Jos de blok Founder of BurtzoorgWorking speed: when you operate a machine they told him， there is an optimal psychological rhythm that is the least tiring for the body。 In the old system with the hourly targets， they had always intentionally slowed down。 They gave themselves some slack in case management increased the targets。Fear: Ultimately it comes down to this: fear is a great inhibitor。 When organizations are built not on implicit mechanisms of fear but on structures and practices that breach trust and responsibility， extraordinary and unexpected things start to happen。Self management: Valve a Seattle game software company whose 400 employees work entirely based on self management principles， have pushed the physical fluid one step further。 All employees have desks on wheels。 Every day some people will roll their desk to a new place， depending on the projects they join or leave。 All it takes is unplugging the cables from the wall in one place and plugging them in somewhere else。Education: In grades 8-9 and ten students have a class called “challenge”。 In Germany。 They are invited to delve into some inner potential that lies dormant。 During the year they organize and prepare for a special three week session where they alone or in small groups will challenge themselves to step out of their comfort zone。 One group of four students prepared a three week survival camp deep in the words， where they lived in the shelter they built and on food they gathered。 Daniel a 16 year old extroverted youngster found his challenge in a three week silent meditation in a monastery。 A music teacher challenged a group of children to do intense music practice 8 hours a day for three weeks in an abandoned old farm。 Other students biked through Germany together with little money having to ask for accommodation and food along the way。 The experience is often taxing but students rave about their accomplishments and the personal growth they experienced， confronting their fears and growing beyond them。Feedback: a person puts in a sensory deprivation sound the room after only a short amount of time reports experiencing visual hallucinations， paranoia and a depressed mood。 Put simply， without outside stimulus we go mad。 I believe something very similar happens when we are deprived of feedback related to our work。 feedback: Because feedback is exchanged so freely， some organizations: favi for instance: don't hold any formal appraisal discussions。 Organizational structure: Clouds form and then go away because atmospheric conditions temperatures， and humidity cause molecules of water to either condense or vaporize。 Organization should be the same: structures need to appear and disappear based on the forces that are acting in the organization。 When people are free to act they are able to sense those forces and act in ways that fit best with reality。Self organization: the orpheus Chamber Orchestra has operated since its founding in 1972 on entirely self managing principles。 The orchestra with residents in new york's Carnegie Hall， has earned rave reviews and is widely regarded as one of the world's greatest orchestras。 It operates without any conductor。 Musicians from the orchestra make all artistic decisions， from choosing their repertoire to deciding how a piece ought to be played。Meetings: “sounds true” a Colorado based business that disseminates the teaching of spiritual Masters through audio and video recordings， books and online seminars。 In the early days Tami Simon the founder and CEO of sounds true， brought her dog along to the office。 When the business expanded and employees were hired， it didn't take long for some of them to ask if they could bring their dogs to work to。 Tami couldn't think of a reason to refuse 。 Today it is not rare for a meeting to take place with two or three dogs lying at peoples feet's。 Something special happens within the presence of dogs， colleagues notice。 animals tend to ground us， to bring out the better sides of our nature。Silence: Four times a year at heiligenfeld， there is a mindfulness day。 A day that patients and staff spend in silence。 Patients are invited to remains entirely silently while the staff speaks only when needed， in whispers。 There are no talking therapy sessions that day。 Instead other forms of therapy take place: walks in the word， painting or creative activities for instance。 Information sessions help patients prepare for the day and there are emergency talking places for patients who feel overwhelmed by the silence。 The majority of the patients loved the experience of many ask us to organize this day more often。 Roughly a third of the patients are confronted with some of their shadows and find the experience difficult。 If silence was hard for you， you got lucky。 People have enjoyed it had a good day 。 But now you've got some great material for therapy。 It's also a great day that employees look forward to。 Collaborating in silence brings a special quality to relationships during colleagues。 It requires a new level of mindfulness， listening not to what colleagues say but to their presence， emotions and intentions。Office space: architecture: we can learn much about an organization from simply looking at its office space。 Churchill once said we shape our buildings and thereafter they shape us。 Control: the architects refused: windows don't open in corporate buildings because that would interfere with centralized temperature control and because windows that open are more expensive。 On a deeper level the matter of windows opening or not is revealing of our relationship at work with nature and with ourselves 。 How far have we taken the madness of control when we seal ourselves off from even a breath of fresh air？Competition: when an organization truly lives for its purpose there is no competition。Competition: Patagonia is famous for having run full page ads which read: don't buy this jacket。 The ads were part of its common thread partnership。 The common thread partnership takes a serious stab at reducing repairing and reusing clothes as well as recycling them。 Sensing: a transformative experience happened for me when I nearly crashed an airplane。 I was a student pilot and shortly into my solo flight my low voltage light came on。 Every other instrument was telling me all is well so I just ignored it， just like we do in organizational life all the time， when one loan instrument a human sense senses something that no one else does。 Ignoring a key instrument proved to be a very bad decision when flying an airplane and helped catalyze my search for organizational approaches that don't suffer from the same blindness: how can an organization fully harness each of its human instruments without outvoting the low voltage light？ beauty: solution: when I'm working on a problem， I never think about beauty but when I have finished， if the solution is not beautiful I know it is wrong 。 Richard buckminster Fuller Planning: agile: in an emergent world we can no longer stand at the end of something we visualize in detail and plan backwards from that future。 Instead we must stand at the beginning， clear in our intent with a willingness to be involved in discovery。 The world asks that we focus less on how we can coerce something to make it conform to our decisions and focus more on how we can engage with one another， how we can enter into the experience then notice what comes forth。 It asks that we participate more than plan。 Agile: meetings: roles and responsibilities: clients can participate in workshops to listen in to the purpose: all hands meetings can be streamed live over the Internet or like Patagonia， companies can choose to film their key production processes and publish them online。 Holacracyone has developed an Internet type software called glass frog that captures people's roles accountabilities， the structure of the organization meeting notes an metrics。 Traditionally this kind of data is deemed sensitive and restricted to employees of the organization。 Holacracyone has chosen to put everything on line。 Anybody from the outside can look at who holds what responsibility， reading the last meeting notes or take a peek at the company's internal numbers。changing the system: Can a middle manager put teal practices in place for the Department he is responsible for？ When I'm asked this question as much as I would like to believe the opposite， I tell people not to waste their energy trying。 Experience shows the efforts to bring teal practices into subsets of organizations bear fruit， at best， only for a short while。 If the CEO and the top leadership see the world through Amber orange lenses， they will consider the teal experiment frivolous if not outright dangerous。rules systems policies procedures: whenever something goes wrong， whenever a colleague makes stupid decision or abuses the system， there will be loud cries to put control mechanisms in place to prevent the problem from happening again。 And for that reason， overtime most large organizations end up with expense policies， travel guidelines， dress codes， company car policies， client entertainment policies， supply agreement procedures， vacation policies， mobile phone and information technology policies， email and Internet usage policies etc etc Boldness: whatever do you or dream you can do begin it。 Boldness has genius and power and magic in it。 Johan Wolfgang von goethe。 new consciousness: A practical inner transformation and rise to a new level of consciousness might be the only real hope we have in the current global crisis brought on by the dominance of the western mechanistic paradigm。 Stanislav grof change: examine all that you have been told ， dismiss that which insults your soul。 Walt Whitman management structures: so much of what we call management consists in making it difficult for people to work。 Peter Drucker gross domestic product: GDP: at present we are stealing the future， selling it in the present and calling it GDP。 Paul hawken Purpose: vision: it's conceivable that in the future the evolutionary purpose， rather than the organization， will become the entity around which people gather。 A specific purpose will attract people and organisations and fluid and changing constellations， according to the need of the moment。 。。。more

Reference

google book https://www.google.com/search?tbm=bks&q=Reinventar las organizaciones (Cover and edition may vary)

hathitrust digital library https://babel.hathitrust.org/cgi/ls?q1=Reinventar las organizaciones (Cover and edition may vary)&field1=ocr&a=srchls&ft=ft&lmt=ft

The British Library https://bll01.primo.exlibrisgroup.com/discovery/search?query=any,contains,Reinventar las organizaciones (Cover and edition may vary)&tab=LibraryCatalog&search_scope=Not_BL_Suppress&vid=44BL_INST:BLL01&lang=en&offset=0