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REINVENTING ORGANIZATIONS
Workshop Session für konkrete Handlungsempfehlungen
zum Organisationsdesign
Jörn Hendrik, @jormason
03.06.2015, Berlin
#arbeiten40
The Book
facebook.com/frederic.laloux.public
History of organization development
100.000 

years ago
50.000 

years ago
Now
Infrared
Red
Amber
Orange
Green
Teal
Magenta
Red Organizations
Constant exercise of power by
chief to keep employees in line.
Fear is the glue of the
organization.
Highly reactive, short term focus.
Thrives in chaotic environment
Current Examples:
(some) Startups
Mafia
Street Gangs
Terror Organizations
Picture Credits: Flickr User howl: flic.kr/p/5BU6Rn
Amber Organizations
Highly formal roles within a
hierarchical pyramid.
Top down command and control
(what and how).
Stability valued above all through
rigorous processes.
Future is repetition of the past.
Current Examples:
Catholic Church
Military
Governmental Organizations
Public School System
Picture Credits: Flickr User UK Ministry of Defense: flic.kr/p/bjm6L2
Orange Organizations
Goal is to beat the competition;
achieve profit and growth.
Innovation is the key to staying
ahead.
Management by objectives
Command and control on what, freedom on
the how
Current Examples:
Fortune 100
DAX Unternehmen
Multinational companies
Charter Schools
Picture Credits: markdraws.deviantart.com
Green Organizations
Focus on culture and
empowerment
Within the class pyramid structure
Achievements of
extraordinary employee
motivation
Current Examples:
Culture Driven Organizations
NGO’s
Southwest Airlines, Ben & Jerrys, Semco
Teal Organizations
No one is the boss of anyone
else.
Hierarchy is not powerful
enough to face complexity:
Examples: global economy, human central
nervous system (CNS).
If you take your purpose
seriously there is no competitor
by definition.
Current Examples:
Network Organizations (Burtzoorg, ESBZ,
Zappos, A.W. Gore, Automattic)
Picture Credits: Devin Powers: http://bit.ly/1QKLu6S
Overview
Explanation
Current
Examples
Key
breakthroughs
Guiding
metaphor
RED
Organizations
Constant exercise of power by chief to keep troops in
line. Fear is the glue of the organization. Highly reactive,
short term focus. Thrives in chaotic environment
•Mafia
•Street Gangs
•Terror Organizations
•Division of Labour
•Command authority
Wolf Pack
AMBER
organizations
Highly formal roles within a hierarchical pyramid. Top
down command and control (what and how). Stability
valued above all through rigorous processes. Future is
repetition of the past.
•Catholic Church
•Military
•Governmental
Organizations
•Public School System
•Formal roles (stable and
scalable hierarchy)
•Processes (long term
perspectives)
ORANGE
organizations
Goal is to beat the competition; achieve profit and
growth. Innovation is the key to staying ahead.
Management by objectives (command and control on
what; freedom on the how)
•Multinational
companies
•Charter Schools
•Innovation
•Accountability
•Meritocracy
Machine
GREEN
organizations
Within the class pyramid structure, focus on culture and
empowerment to achieve extraordinary employee
motivation
•Culture Driven
Organizations (NGO’s,
Southwest Airlines, Ben
& Jerrys, Semco)
•Empowerment
•Values-driven culture
•Stakeholder model
Family
TEAL

organizations
No one is the boss of anyone else. Hierarchy is not
powerful enough to face complexity, e.g. global
economy, human muscle brain (cells). If you take your
purpose seriously there is no competitor by definition
•Network Organizations
(Burtzoorg, ESBZ,
Zappos, Semco, A.W.
Gore, Automattic)
•Self Management
•Wholeness
•evolutionary Purpose
Network
How to change?
Self Management
No one is the boss of anyone else. Because hierarchical
organizations are not powerful enough to face the
complexity, e.g.global economy, anymore.
Rather than a power hierarchy teal organizations work
like a natural network
Advice Process: One has to get advice from an expert.
One has to talk to people who will be affected by the
decision
Wholeness
In most organizations we are pushed to wear a mask.
We are so used to wearing it, that we almost forgot
about it.
We are showing our Ego (only the rational part of it),
but not our deeper feelings.
Teal organizations are integrating different views and
different opinions, because the truth has more facets
than just one.
Evolutionary Purpose
If you take purpose seriously, there is no competition.
Because every organization aiming for the same
purpose is an ally.
If a company vision is aligned with the strategy – and
when it’s continuously adapted it becomes stronger and
stronger.
Purpose is finding a companies why and can’t be simply
executed. Execution only works when you think about
your company as a machine like in orange
organizations.
How to change?
1.Self-management
No one is the boss of anyone else.
Work like a natural network.
Advice Process: Talk to experts and talk to people who will be affected by the decision.
2.Wholeness
Accept the human being behind the employee.
Integrate different views and different opinions.
The truth has more facets than just one.
1.Evolutionary Purpose
Where is purpose, there is no competition. Every organization aiming for the same purpose is an ally.
If a company vision is aligned and continuously adapted it becomes stronger and stronger.
Purpose is finding a companies why and can’t be simply executed.
Contact:
+49 (0) 171 369 5336
jh@ffluid.de
@jormason
fb.me/jormason
ffluid.de

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Barcamp Session Reinventing Organizations

  • 1. REINVENTING ORGANIZATIONS Workshop Session für konkrete Handlungsempfehlungen zum Organisationsdesign Jörn Hendrik, @jormason 03.06.2015, Berlin #arbeiten40
  • 3. History of organization development 100.000 
 years ago 50.000 
 years ago Now Infrared Red Amber Orange Green Teal Magenta
  • 4. Red Organizations Constant exercise of power by chief to keep employees in line. Fear is the glue of the organization. Highly reactive, short term focus. Thrives in chaotic environment Current Examples: (some) Startups Mafia Street Gangs Terror Organizations Picture Credits: Flickr User howl: flic.kr/p/5BU6Rn
  • 5. Amber Organizations Highly formal roles within a hierarchical pyramid. Top down command and control (what and how). Stability valued above all through rigorous processes. Future is repetition of the past. Current Examples: Catholic Church Military Governmental Organizations Public School System Picture Credits: Flickr User UK Ministry of Defense: flic.kr/p/bjm6L2
  • 6. Orange Organizations Goal is to beat the competition; achieve profit and growth. Innovation is the key to staying ahead. Management by objectives Command and control on what, freedom on the how Current Examples: Fortune 100 DAX Unternehmen Multinational companies Charter Schools Picture Credits: markdraws.deviantart.com
  • 7. Green Organizations Focus on culture and empowerment Within the class pyramid structure Achievements of extraordinary employee motivation Current Examples: Culture Driven Organizations NGO’s Southwest Airlines, Ben & Jerrys, Semco
  • 8. Teal Organizations No one is the boss of anyone else. Hierarchy is not powerful enough to face complexity: Examples: global economy, human central nervous system (CNS). If you take your purpose seriously there is no competitor by definition. Current Examples: Network Organizations (Burtzoorg, ESBZ, Zappos, A.W. Gore, Automattic) Picture Credits: Devin Powers: http://bit.ly/1QKLu6S
  • 9. Overview Explanation Current Examples Key breakthroughs Guiding metaphor RED Organizations Constant exercise of power by chief to keep troops in line. Fear is the glue of the organization. Highly reactive, short term focus. Thrives in chaotic environment •Mafia •Street Gangs •Terror Organizations •Division of Labour •Command authority Wolf Pack AMBER organizations Highly formal roles within a hierarchical pyramid. Top down command and control (what and how). Stability valued above all through rigorous processes. Future is repetition of the past. •Catholic Church •Military •Governmental Organizations •Public School System •Formal roles (stable and scalable hierarchy) •Processes (long term perspectives) ORANGE organizations Goal is to beat the competition; achieve profit and growth. Innovation is the key to staying ahead. Management by objectives (command and control on what; freedom on the how) •Multinational companies •Charter Schools •Innovation •Accountability •Meritocracy Machine GREEN organizations Within the class pyramid structure, focus on culture and empowerment to achieve extraordinary employee motivation •Culture Driven Organizations (NGO’s, Southwest Airlines, Ben & Jerrys, Semco) •Empowerment •Values-driven culture •Stakeholder model Family TEAL
 organizations No one is the boss of anyone else. Hierarchy is not powerful enough to face complexity, e.g. global economy, human muscle brain (cells). If you take your purpose seriously there is no competitor by definition •Network Organizations (Burtzoorg, ESBZ, Zappos, Semco, A.W. Gore, Automattic) •Self Management •Wholeness •evolutionary Purpose Network
  • 11. Self Management No one is the boss of anyone else. Because hierarchical organizations are not powerful enough to face the complexity, e.g.global economy, anymore. Rather than a power hierarchy teal organizations work like a natural network Advice Process: One has to get advice from an expert. One has to talk to people who will be affected by the decision
  • 12. Wholeness In most organizations we are pushed to wear a mask. We are so used to wearing it, that we almost forgot about it. We are showing our Ego (only the rational part of it), but not our deeper feelings. Teal organizations are integrating different views and different opinions, because the truth has more facets than just one.
  • 13. Evolutionary Purpose If you take purpose seriously, there is no competition. Because every organization aiming for the same purpose is an ally. If a company vision is aligned with the strategy – and when it’s continuously adapted it becomes stronger and stronger. Purpose is finding a companies why and can’t be simply executed. Execution only works when you think about your company as a machine like in orange organizations.
  • 14. How to change? 1.Self-management No one is the boss of anyone else. Work like a natural network. Advice Process: Talk to experts and talk to people who will be affected by the decision. 2.Wholeness Accept the human being behind the employee. Integrate different views and different opinions. The truth has more facets than just one. 1.Evolutionary Purpose Where is purpose, there is no competition. Every organization aiming for the same purpose is an ally. If a company vision is aligned and continuously adapted it becomes stronger and stronger. Purpose is finding a companies why and can’t be simply executed.
  • 15. Contact: +49 (0) 171 369 5336 jh@ffluid.de @jormason fb.me/jormason ffluid.de