Adaptive, Self-Managing Cultures
Living systems in nature and the species that inhabit them evolve through self-organization and adaptation to changing conditions. Species share resources for the sustenance of all in elegant, continually evolving ecosystems.
In contrast, many human organizations adhere to a belief in scarcity and display the related impulse for internal competition, a downward-spiral pattern that diminishes creativity, creates interpersonal stress, and reduces any organization’s ability to evolve and fulfill its purpose.
Self-management amplifies creativity and reduces stress, improving the health of an organization and the individuals within it. However, the structures, practices, and cultures of fractal organizations are not attainable in organizations where leaders practice predict-and-control management and find that it is still effective for their situations.
On the other hand, leaders who have tired of trying to predict and control outcomes in their organizations and the behavior of their staff members may be ready to try this newest approach to collective endeavors and the healthier, stress-free life that it brings. While transforming an organization that regards itself as a machine into one that performs as a living system is no simple challenge, numerous examples illustrate that this process is exhilirating, surprising, revealing, and rewarding.
Adaptive, self-managing cultures practice respect for individual authority, openness to new ideas, role-based decision making, and open and transparent communication. These characteristics allow greater personal and collective expression, eliminate fear, and enable participants to find creative solutions as the world around them continually changes.
The services that we offer are inspired by the work of Frederic Laloux in the seminal work Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness. Laloux, a former McKinsey consultant who tired of the politics and dysfunctionality of client organizations, spent two years researching leading-edge organizations, which he labels Evolutionary-Teal, the peak so far in a continuum of human consciousness and evolutionary stages of organization structures, practices, and cultures. Humans in these organizations self-manage, honor the whole individual, and listen to the organization’s larger purpose in the world. These characteristics enable an atmosphere of continuous improvement that is based on constant feedback loops and iterations between organization members and the environment in which they create. The three breakthroughs that this emergent operating system introduces include the following:
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