![Consciousness and Leadership
“What determines which stage an organization
operates from? It is the stage through which its
leadership tends to look at the world. […]
This means that an organization cannot evolve
beyond its leadership’s stage of development.”
-- from “Reinventing Organizations”](https://image.slidesharecdn.com/shiftingconsciousnessv1-170915162846/75/Shifting-Consciousness-19-2048.jpg)
Uploaded byAndrea Provaglio
Shifting Consciousness
This document discusses organizational development and the role of consciousness. It begins by introducing the author and their work helping organizations adapt to the 21st century. It then covers organizational culture and structure. The key point made is that an organization's consciousness, as defined by its leaders, determines what stage of development it can reach. Later stages like Teal organizations require a shift in consciousness towards values like psychological safety, self-management, and wholeness. The document advocates for practices like organizational gardening and self-awareness to facilitate such a shift. It concludes by arguing that modern, high-performance organizations are based on a specific type of conscious approach exemplified by some Teal organizations.
Shifting Consciousness
- 1. Shifting Consciousness Andrea Provaglio Agile EnterpriseCoach @andreaprovaglio
- 2. Nice Meeting You Iwork with leaders, managers and teams in intellect-based organizations. I help them rethink their organizational dynamics, mindset, processes and practices, so that they can do business effectively in the 21st century.
- 3. Culture and Structurein Organizations Values, principles and behaviors that contribute to the unique social and psychological environment of an organization. How an organization is organized. Roles, authority, task allocation, salary, processes, decision-making, policies, responsibilities, etc.
- 4. A Chicken-and-Egg Debate Culturefollows Structure!Structure follows Culture!
- 5. Consciousness Creates Reality The“set of lenses” through which we perceive (and therefore act in) the world
- 6.
- 7. Before We Continue,Remember… Is Not
- 8. Red Organizations Pack ofwolves, impulsive, fear is the glue. Examples: •Street Gangs •Tribal Militia Key Breakthroughs: •Command and Authority •Division of Labor
- 9. Amber Organizations Army, highlyformal roles, stability, repetition of the past, stick. Examples: •Most churches •Public school systems •Most govt. agencies Key Breakthroughs: •Hierarchies •Processes
- 10. Orange Organizations Machine, competition,profit, rewards, management by objectives, carrot. Examples: •Multinational companies •Charter Schools Key Breakthroughs: •Innovation •Accountability •Meritocracy
- 11. Green Organizations Family, relationshipsdrill hierarchy, motivation from empowerment, values. Examples: •Strong Culture-driven organizations Key Breakthroughs: •Empowerment •Values-driven Culture •Multiple Stakeholders Model
- 12. No Organization IsMono-color Different paradigms coexist, usually one is dominant.
- 13. No Paradigm isGood or Bad -Every paradigm includes and transcends the previous -Each stage is well adapted to certain contexts, none is inherently good or bad
- 14. Teal Organizations Living system? KeyBreakthroughs: • Self-management • Wholeness • Evolutionary Purpose Characteristics: • Loosening of own ego • Decision-making based on inner (moral) compass
- 15. Google’s Project Aristotle (Two-yearstudy on 180 teams) Factors of most successful teams Clarity of goal and structure Dependability Personal Meaning Larger Impact Psychological Safety
- 16. Psychologically Safe IfNot Afraid To… Be Yourself Take Risks Make Mistakes Raise Problems Ask Questions Disagree
- 17. What Color isAgile, Mainly? Individuals and Interactions Processes and Tools over Responding to Change Following a Plan over Working Software Comprehensive Documentation over Customer Collaboration Contract Negotiation over T G O A A R A A OT T G OT PRODUCT STAKEHOLDERS
- 18. You Can QuoteMe On This “Adopting Agile without the corresponding shift in consciousness is mostly pointless.” -- @andreaprovaglio
- 19. Consciousness and Leadership “Whatdetermines which stage an organization operates from? It is the stage through which its leadership tends to look at the world. […] This means that an organization cannot evolve beyond its leadership’s stage of development.” -- from “Reinventing Organizations”
- 20. Management and Leadership Managementis about manipulating resources to get a known job done Leadership is about creating change you believe in Quotes from “Tribes” by Seth Godin Influence Managers have employees Authority Leaders have followers Accountability
- 21. Forces for OrganizationalChange Need to be aligned, though Management Leadership Management and Leadership forces don’t necessarily coincide with the same person
- 22. Teal and AgileLeaders Everyone leads, everyone follows from time to time Agile Leaders invites others to take leadership, contextually Teal Leaders create orgs that don’t need hierarchies or consensus to operate effectively and efficiently They develop practices inviting to reclaim one’s inner wholeness They invite to listen and understand what purpose the organization wants to serve They manifest Servant Leadership to the organization (their purpose)
- 23. Practices for aConsciousness Shift Organizational gardening Self-awareness Insight concentration Ethics Actions Words HeuristicsSystemic Mindset Awareness Interactions Intent © Andrea Provaglio
- 24. The Organizational GardeningMetaphor Seeds Don’t like Like
- 25. Organizational Gardening Undesirable Desirable ManifestedUnmanifested timedimension REDUCE SUPPORT PREVENT PROMOTE © Andrea Provaglio
- 26. Let’s Wrap ItUp Although a small minority, these new organizations are the ones that brilliantly STAND OUT. Modern, high-performance organizations are based on a specific type of (Teal?) consciousness An organization can only evolve up to the stage of consciousness of its leaderships
- 27. Want to Keepin Touch? provagl.io/linkedin provagl.io/twitter provagl.io/news Click on these links!