Teal organisation
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A Teal organisation is an organisation that adheres to an organizational theory based on workers' self-management. The term was coined in 2014 by Frederic Laloux in his book Reinventing Organizations. Laloux uses a descriptive model in which he describes different types of organisations in terms of colour, and he cites studies by evolutionary and social psychologists including Jean Gebser, Clare W. Graves, Don Edward Beck, Chris Cowan and Ken Wilber.[1]
Model
Laloux defines a "teal" organisation as one where the management is based on worker autonomy and peer relationships.[2] He contrasts this to "red", "amber", "orange", and "green" organisations which, according to Laloux' theory, are based on hierarchies, meritocracy, or consensus decisions.[1] The theory is also based on the concepts of "wholeness", where a worker's "inner self" is more important than their professional persona, and on an "evolutionary purpose", claiming that an organisation is similar to a biological organism.[2]
Examples
A number of notable organisations around the world have adopted and operate with the Teal organisation model[3] some of which are in the table below:
-
Organization Business,
mission, or
activityOffice
location(s)Refs. Morning Star Co. food processing United States [4] Patagonia apparel United States Sounds True media United States AES energy sector international Buurtzorg health care Netherlands ESBZ K–12 school Germany Heiligenfeld mental health hospitals Germany Nucor steel manufacturing international Varkey Foundation non-profit with
expertise in Educationinternational Thomsen Trampedach brand protection Denmark [5]
See also
- Alternative Theory of Organization and Management
- Sociocracy
- Holacracy
- Holistic management (agriculture)
- Organizational culture
- Organization development
References
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<references />, or <references group="..." />Further reading
- Frederic Laloux, Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness. Nelson Parker.February 9, 2014.
- Brown, S. L., & Eisenhardt, K. M. 1997. The Art of Continuous Change: Linking Complexity Theory and Time-paced Evolution in Relentlessly Shifting Organizations. Administrative Science Quarterly, 42: 1–34
- Burns, S., & Stalker, G. M. 1961. The Management of Innovation. London: Tavistock Publications
- Wheatley, M. & Kellner-Rogers, M. 1999. A Simpler Way. San Francisco: Berrett-Koehler
See also templates- ↑ 1.0 1.1 Lua error in package.lua at line 80: module 'strict' not found.
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