Reinventing Organizations Quotes

We have reached a stage where we often pursue growth for growth’s sake, a condition that in medical terminology would simply be called cancer.

In a forest, there is no master tree that plans and dictates change when rain fails to fall or when the spring comes early. The whole ecosystem reacts creatively, in the moment.

The most exciting breakthroughs of the twenty-first century will not occur because of technology, but because of an expanding concept of what it means to be human. John Naisbitt

There is an absolute need for organizations to innovate, grow, transform, and reinvent themselves faster than ever before.

we often speak about “work-life balance”?a notion that shows how little life is left in work

When trust is extended, it breeds responsibility in return. Emulation and peer pressure regulates the system better than hierarchy ever could.

an organization cannot evolve beyond its leadership’s stage of development.

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

Einstein once famously said that problems couldn’t be solved with the same level of consciousness that created them in the first place.

The Fearless Organization, she explains that if you want to encourage innovation, you should develop an environment where people feel safe to dream, speak up, and take risks. The safer the atmosphere, the more innovation you will have.

profit is like the air we breathe. We need air to live, but we don’t live to breathe.

Life, in all its evolutionary wisdom, manages ecosystems of unfathomable beauty, ever evolving toward more wholeness, complexity, and consciousness.

Could we invent a more powerful, more soulful, more meaningful way to work together, if only we change our belief system?

as human beings, we are not problems waiting to be solved, but potential waiting to unfold.

Extraordinary things begin to happen when we dare to bring all of who we are to work.

think like farmers: look 20 years ahead, and plan only for the next day.

Consensus comes with another flaw. It dilutes responsibility.

With Teal, serving the purpose becomes more important than serving the organization, opening up new possibilities for collaboration across organizational boundaries.

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 and our world.

Taming the fears of the ego Each shift occurs when we are able to reach a higher vantage point from which we see the world in broader perspective. Like a fish that can see water for the first time when it jumps above the surface, gaining a new perspective requires that we disidentify from something we were previously engulfed

Can a middle manager put Teal practices in place for the department he is responsible for?

job titles are like honeypots to the ego: alluring and addictive, but ultimately unhealthy.

Self-organization is not a startling new feature of the world. It is the way the world has created itself for billions of years.

Traditional hierarchies and their plethora of built-in control systems are, at their core, formidable machines that breed fear and distrust.

the metaphor of the machine indicates that these organizations, however much they brim with activity, can still feel lifeless and soulless.

Ultimately, both parties are trying to answer one simple, fundamental question: Do we sense that we are meant to journey together?

All wisdom traditions posit the profound truth that there are two fundamental ways to live life: from fear and scarcity or from trust and abundance.

Nobody thought the direct business model would work. But work it did, and spectacularly. Until it didn’t. And therein lies the tale.

Can we create soulful workplaces—schools, hospitals, businesses, and nonprofits—where our talents can blossom and our callings can be honored?

When organizations are built not on implicit mechanisms of fear but on structures and practices that breed trust and responsibility, extraordinary and unexpected things start to happen.

Having journeyed from inorganic to organic and having considered the handedness of simple monomers, we now take a look at polymers, the next big idea in the story of the past and future of life.

The control experiment of removing other animals than the dominant males was not done because it did not make sense within the whole complex of theory, analogies to individual organisms, and unexamined assumptions

What happened? Stan repeats. To us? To the country? What happened when childhood ends in Dealey Plaza, in Memphis, in the kitchen of the Ambassador, your belief your hope your trust lying in a pool of blood again? Fifty-five thousand of your brothers dead in Vietnam, a million Vietnamese, photos of naked napalmed children running down a dirt road, Kent State, Soviet tanks roll into Prague so you turn on drop out you know you can't reinvent the country but maybe you reimagine yourself you believe you really believe that you can that you can create a world of your own and then you lower that expectation to just a piece of ground to make a stand on but then you learn that piece of ground costs money that you don't have. What happened? Altamont, Charlie Manson, Sharon Tate, Son of Sam, Mark Chapman we saw a dream turn into a nightmare we saw love and peace turn into endless war and violence our idealism into realism our realism into cynicism our cynicism into apathy our apathy into selfishness our selfishness into greed and then greed was good and we Had babies, Ben, we had you and we had hopes but we also had fears we created nests that became bunkers we made our houses baby-safe and we bought car seats and organic apple juice and hired multilingual nannies and paid tuition to private schools out of love but also out of fear. What happened? You start by trying to create a new world and then you find yourself just wanting to add a bottle to your cellar, a few extra feet to the sunroom, you see yourself aging and wonder if you've put enough away for that and suddenly you realize that you're frightened of the years ahead of you what Happened? Watergate Irangate Contragate scandals and corruption all around you and you never think you'll become corrupt but time corrupts you, corrupts as surely as gravity and erosion, wears you down wears you out I think, son, that the country was like that, just tired, just worn out by assassinations, wars, scandals, by Ronald Reagan, Bush the First selling cocaine to fund terrorists, a war to protect cheap gas, Bill Clinton and realpolitik and jism on dresses while insane fanatics plotted and Bush the Second and his handlers, a frat boy run by evil old men and then you turn on the TV one morning and those towers are coming down and the war has come home what Happened? Afghanistan and Iraq the sheer madness the killing the bombing the missiles the death you are back in Vietnam again and I could blame it all on that but at the end of the day at the end of the day we are responsible for ourselves. We got tired, we got old we gave up our dreams we taught ourselves to scorn ourselves to despise our youthful idealism we sold ourselves cheap we aren't Who we wanted to be.

Self-Management If you can read just one book on motivation—yours and others: Dan Pink, Drive If you can read just one book on building new habits: Charles Duhigg, The Power of Habit If you can read just one book on harnessing neuroscience for personal change: Dan Siegel, Mindsight If you can read just one book on deep personal change: Lisa Lahey and Bob Kegan, Immunity to Change If you can read just one book on resilience: Seth Godin, The Dip Organizational Change If you can read just one book on how organizational change really works: Chip and Dan Heath, Switch If you can read just two books on understanding that change is a complex system: Frederic Laloux, Reinventing Organizations Dan Pontefract, Flat Army Hear interviews with FREDERIC LALOUX, DAN PONTEFRACT, and JERRY STERNIN at the Great Work Podcast. If you can read just one book on using structure to change behaviours: Atul Gawande, The Checklist Manifesto If you can read just one book on how to amplify the good: Richard Pascale, Jerry Sternin and Monique Sternin, The Power of Positive Deviance If you can read just one book on increasing your impact within organizations: Peter Block, Flawless Consulting Other Cool Stuff If you can read just one book on being strategic: Roger Martin and A.G. Lafley, Playing to Win If you can read just one book on scaling up your impact: Bob Sutton and Huggy Rao, Scaling Up Excellence If you can read just one book on being more helpful: Edgar Schein, Helping Hear interviews with ROGER MARTIN, BOB SUTTON, and WARREN BERGER at the Great Work Podcast. If you can read just two books on the great questions: Warren Berger, A More Beautiful Question Dorothy Strachan, Making Questions Work If you can read just one book on creating learning that sticks: Peter Brown, Henry Roediger and Mark McDaniel, Make It Stick If you can read just one book on why you should appreciate and marvel at every day, every moment: Bill Bryson, A Short History of Nearly Everything If you can read just one book that saves lives while increasing impact: Michael Bungay Stanier, ed., End Malaria (All money goes to Malaria No More; about $400,000 has been raised so far.) IF THERE ARE NO STUPID QUESTIONS, THEN WHAT KIND OF QUESTIONS DO STUPID PEOPLE ASK?

This is how nature has worked for millions of years. Innovation doesn't happen centrally, according to plan, but at the edges, all the time, when some organism senses a change in the environment and experiments to find a response. Some attempts to fail catch on; others rapidly spread to all corners of the ecosystem. Reality is the ultimate reference.

Governments and public sector organizations across the world are trying to balance essential, and often conflicting, demands: to deliver better, more relevant public services centred on the needs of the citizens and businesses they serve; to reduce costs and improve the efficiency of their operations; and to reinvent supply chains to deliver services quickly, cheaply and effectively.

Once you acquire the capacity to generate the power to make the impossible happen, it cannot be taken away from you. In fact, it increases over time. That is why executives and leaders must re-invent themselves before they can re-invent an organization, institution, or country effectively. Without the capacity to generate the power to make the impossible happen, how can they possibly succeed?

There are about 1,800 billionaires in the world as of 2015, with more than $7 trillion between them.58 The Food and Agriculture Organization of the United Nations (FAO) calculated that it would take roughly $30 billion a year to solve world hunger through mostly agricultural development in poor regions. These billionaires could provide this direct aid for 200 years and still have about $550 million each, on average.

A society is an organic system that develops spontaneously, governed by myriad interactions and adjustments that no human mind can pretend to understand. Just because we cannot capture its workings in verbal propositions does not mean it should be scrapped and reinvented according to the fashionable theories of the day. Such ham-fisted tinkering will only lead to unintended consequences, culminating in violent chaos.

Institutional changes, instead of following the path of a guided arrow, head in different and often conflicting directions: a profitable operating unit is suddenly sold, for example, yet a few years later the parent company tries to get back into the business in which it knew how to make money before it sought to reinvent itself. Such twists have prompted the sociologists Scott Lash and John Urry to speak more largely of flexibility as “the end of organized capitalism.

10. What books would you recommend to an aspiring entrepreneur? Some quick favorites: The 22 Immutable Laws of Marketing: Violate Them at Your Own Risk! by Al Ries and Jack Trout The 48 Laws of Power by Robert Greene The 33 Strategies of War by Robert Greene Antifragile: Things That Gain from Disorder by Nassim Nicholas Taleb The Fish That Ate the Whale: The Life and Times of America’s Banana King by Rich Cohen Wikinomics: How Mass Collaboration Changes Everything by Don Tapscott and Anthony D. Williams Contagious: Why Things Catch On by Jonah Berger The Pirate’s Dilemma: How Youth Culture Is Reinventing Capitalism by Matt Mason Rules for Radicals: A Pragmatic Primer for Realistic Radicals by Saul D. Alinsky The New New Thing: A Silicon Valley Story by Michael Lewis Here Comes Everybody: The Power of Organizing Without Organizations by Clay Shirky Purple Cow: Transform Your Business by Being Remarkable by Seth Godin Eleven Rings: The Soul of Success by Phil Jackson and Hugh Delehanty Billion Dollar Lessons: What You Can Learn from the Most Inexcusable Business Failures of the Last 25 Years by Paul B. Carroll and Chunka Mui Gonzo Marketing: Winning Through Worst Practices by Christopher Locke

I could show you exactly what I did to create four different, separate multimillion-dollar organizations—and teach you how to do the exact same thing. In twenty minutes. And chances are, it wouldn’t work for you. Why not? Because how to do it is not the issue. Because if we don’t fundamentally change the way you think, then you’ll have rearranged what I said by the time you leave the room. You’ll have reinvented it by the time you go to bed that night, and in the morning you won’t even recognize it as the same information. It’s the same reason diets don’t work. The same reason gym memberships don’t magically make you more fit.

The ceiling is actually the jungle that keeps most people away from the hidden treasure. And if you’re ready to work on the skills category of your Career Savings Account, this is a tremendous gift. Author Seth Godin calls it the “Dip.” He says, “The Dip is the set of artificial screens set up to keep people like you out. If you took organic chemistry in college, you’ve experienced the Dip. Academia doesn’t want too many unmotivated people to attempt medical school, so they set up a screen. Organic chemistry is the killer class, the screen that separates the doctors from the psychologists. If you can’t handle organic chemistry, well, then you can’t go to med school.”2

But all progressive movements have to beware their own successes. The progress they make reinvents the society they work in, and they must in turn reinvent themselves to keep up, otherwise they become hollow echoes from a once loud, strong voice, reverberating still, but to little effect. As their consequence diminishes, so their dwindling adherents become ever more shrill and strident, more solicitous of protecting their own shrinking space rather than understanding that the voice of the times has moved on and they must listen before speaking. It happens in all organizations. It is fatal to those who are never confronted by a reckoning that forces them to face up and get wise.

The fall of 2017, one of our leaders, who unbeknownst to us, struggled with alcohol addiction and fell off the wagon on a business trip. He immediately entered rehab. What should we tell his staff? His boss believed that we should follow the Netflix culture and tell everyone the truth. Human Resources insisted that he should have the right to choose what he shared about his personal challenges. In this case, I agreed with HR. When it comes to personal struggles, an individual’s right to privacy trumps an organization’s desire for transparency. Here we didn’t take the most transparent route. But we didn’t spin either. We told everyone that the guy had taken two weeks off for personal reasons. It was up to him to share more details if he chose.

At the same time, Kaufmann discovered that in developing his genetic networks, he had reinvented some of the most avant-garde work in physics and applied mathematics-albeit in a totally new context. The dynamics of his genetic regulatory networks turned out to be a special case of what the physicists were calling "nonlinear dynamics." From the nonlinear point of view, in fact, it was easy to see why his sparsely connected networks could organize themselves into stable cycles so easily: mathematically, their behavior was equivalent to the way all the rain falling on the hillsides around a valley will flow into a lake at the bottom of the valley. In the space of all possible network behaviors, the stable cycles were like basins-or as the physicists put it, "attractors.

The shift to Evolutionary-Teal happens when we learn to disidentify from our own ego. By looking at our ego from a distance, we can suddenly see how its fears, ambitions, and desires often run our life. We can learn to minimize our need to control, to look good, to fit in. We are no longer fused with our ego, and we don’t let its fears reflexively control our lives. In the process, we make room to listen to the wisdom of other, deeper parts of ourselves. What replaces fear? A capacity to trust the abundance of life. All wisdom traditions posit the profound truth that there are two fundamental ways to live life: from fear and scarcity or from trust and abundance. In Evolutionary-Teal, we cross the chasm and learn to decrease our need to control people and events. We come to believe that even if something unexpected happens or if we make mistakes, things will turn out all right, and when they don’t, life will have given us an opportunity to learn and grow.

Most important of all, ARPA staffers recognized the agency’s biggest mistake yet: It had not been tapping the universities where much of the best scientific work was being done. The scientific community, predictably, rallied to the call for a reinvention of ARPA as a “high-risk, high-gain” research sponsor—the kind of R&D shop they had dreamed of all along. Their dream was realized; ARPA was given its new mission. As ARPA’s features took shape, one readily apparent characteristic of the agency was that its relatively small size allowed the personality of its director to permeate the organization. In time, the “ARPA style”—freewheeling, open to high risk, agile—would be vaunted. Other Washington bureaucrats came to envy ARPA’s modus operandi. Eventually the agency attracted an elite corps of hard-charging R&D advocates from the finest universities and research laboratories, who set about building a community of the best technical and scientific minds in American research. The

Almost 20 years ago, Margaret J. Wheatley and Myron Kellner-Rogers began A Simpler Way, a prophetic book about what organizations could be, with these words: There is a simpler way to organize human endeavor. It requires a new way of being in the world. It requires being in the world without fear. Being in the world with play and creativity. Seeking after what’s possible. Being willing to learn and be surprised. The simpler way to organize human endeavor requires a belief that the world is inherently orderly. The world seeks organization. It does not need us humans to organize it. This simpler way summons forth what is best about us. It asks us to understand human nature differently, more optimistically. It identifies us as creative. It acknowledges that we seek after meaning. It asks us to be less serious, yet more purposeful, about our work and our lives. It does not separate play from the nature of being. … The world we had been taught to see was alien to our humanness. We were taught to see the world as a great machine. But then we could find nothing human in it. Our thinking grew even stranger—we turned this world-image back on ourselves and believed that we too were machines. Because we could not find ourselves in the machine world we had created in thought, we experienced the world as foreign and fearsome. … Fear led to control. We wanted to harness and control everything. We tried, but it did not stop the fear. Mistakes threatened us; failed plans ruined us; relentless mechanistic forces demanded absolute submission. There was little room for human concerns. But the world is not a machine. It is alive, filled with life and the history of life. … Life cannot be eradicated from the world, even though our metaphors have tried. … If we can be in the world in the fullness of our humanity, what are we capable of? If we are free to play, to experiment and discover, if we are free to fail, what might we create? What could we accomplish if we stopped trying to structure the world into existence? What could we accomplish if we worked with life’s natural tendency to organize? Who could we be if we found a simpler way?143

One day, I met a new patient who had been previously diagnosed with severe psychosis. The 55-year-old woman was suffering from depression and anxiety. She had never worked in her life and for a long time had been too anxious to leave home. In the discussion, I had a hunch. The woman might well be psychotic, but she seemed to have extraordinary intuitive powers. Could it be that she was anxious because she was overwhelmed by these powers and didn’t know what to do with them? My hunch was confirmed at the end of the session. I was pregnant at the time, and the woman suddenly told me, out of the blue, “What a beautiful boy! What a pity he hasn’t yet turned to be head-first.” She was right on both counts, but how could she know? I recommended to her that she learn to master her psychic powers. She registered in a course with a renowned teacher. We helped her with her depression in the hospital, but the training proved the key to her healing. Today she is transformed. She has a thriving practice where she offers her talents to the world. What used to cripple her with anxiousness now provides her with meaning and income.81

A note of caution: epigenetics is also on the verge of transforming into a dangerous idea. Epigenetic modifications of genes can potentially superpose historical and environmental information on cells and genomes—but this capacity is speculative, limited, idiosyncratic, and unpredictable: a parent with an experience of starvation produces children with obesity and overnourishment, while a father with the experience of tuberculosis, say, does not produce a child with an altered response to tuberculosis. Most epigenetic “memories” are the consequence of ancient evolutionary pathways, and cannot be confused with our longing to affix desirable legacies on our children. As with genetics in the early twentieth century, epigenetics is now being used to justify junk science and enforce stifling definitions of normalcy. Diets, exposures, memories, and therapies that purport to alter heredity are eerily reminiscent of Lysenko’s attempt to “reeducate” wheat using shock therapy. Mothers are being asked to minimize anxiety during their pregnancy—lest they taint all their children, and their children, with traumatized mitochondria. Lamarck is being rehabilitated into the new Mendel. These glib notions about epigenetics should invite skepticism. Environmental information can certainly be etched on the genome. But most of these imprints are recorded as “genetic memories” in the cells and genomes of individual organisms—not carried forward across generations. A man who loses a leg in an accident bears the imprint of that accident in his cells, wounds, and scars—but does not bear children with shortened legs. Nor has the uprooted life of my family seem to have burdened me, or my children, with any wrenching sense of estrangement. Despite Menelaus’s admonitions, the blood of our fathers is lost in us—and so, fortunately, are their foibles and sins. It is an arrangement that we should celebrate more than rue. Genomes and epigenomes exist to record and transmit likeness, legacy, memory, and history across cells and generations. Mutations, the reassortment of genes, and the erasure of memories counterbalance these forces, enabling unlikeness, variation, monstrosity, genius, and reinvention—and the refulgent possibility of new beginnings, generation upon generation.

The sacred site thus created is a space that nurtures the sense of the continuum in which we are immersed. Many indigenous cultures still have this sacred relational sense of the world that is nurtured by ceremonies; and many of a variety of cultures in these times of great change seek such a relational sense – and who may identify as being in “recovery from Western civilization” . I have been engaged for decades now, in re-turning to my indigenous religious heritage of Western Europe, re-creating, and re-inventing a ceremonial practice that celebrates the sacred journey around Sun: it has been an intuitive, organic process synthesizing bits that I have learned from good teachers and scholars, and bits that have just shown up within dreams and imagination, as well as academic research. It has been a shamanic journey: that is, I have relied on my direct lived experience for an understanding of the sacred, as opposed to relying on an external authority, external imposed symbol, story or image. It has not been a pre-scriptive journey: I have scripted it myself, self-scribed it, and in cahoots with the many who participated in the storytelling circles, rituals and classes over decades. The pathway was and is made in the walking. It is part of a new fabric of understanding – created by new texts and contexts, both personal and communal - that have been emerging in recent decades, and continue so, at awesome speed in our times.

We have been thinking and doing a post jobs-system economy in Detroit for more than two decades. In fall 2011, several hundred people from Detroit and around the nation came together to share the lessons we have derived from our struggles to distinguish “work” from “jobs.” I noted that people moved from the farm to the city to take “jobs.” They went from making clothes and growing food to buying clothes and buying food. Humans changed from producers to consumers, and their models and ideals of work became factory oriented. Olga Bonfiglio, a professor at Kalamazoo College, wrote a thoughtful response to my presentation and the many others comprising our Reimagining Work conference. “Basically, work is about one’s calling in life and contributions to the community while jobs are more about the specific tasks people perform for an organization,” she remarked. “ ‘Jobs’ have a dehumanizing effect as people fill interchangeable slots in a big machine. In today’s global economy workers can be easily replaced with those willing to work for lower wages. So, transformation to any new system of ‘work’ must begin with one’s own personal discernment about identity and purpose in this life.” We know we have not been alone in Detroit. All over the planet more and more people are thinking beyond making a living to making a life—a life that respects Earth and one another. Just as we need to reinvent democracy, now is the time for us to reimagine work and reimagine life. The new paradigm we must establish is about creating systems that bring out the best in each of us, instead of trying to harness the greed and selfishness of which we are capable. It is about a new balance of individual, family, community, work, and play that makes us better humans.

SELF-MANAGEMENT Trust We relate to one another with an assumption of positive intent. Until we are proven wrong, trusting co-workers is our default means of engagement. Freedom and accountability are two sides of the same coin. Information and decision-making All business information is open to all. Every one of us is able to handle difficult and sensitive news. We believe in collective intelligence. Nobody is as smart as everybody. Therefore all decisions will be made with the advice process. Responsibility and accountability We each have full responsibility for the organization. If we sense that something needs to happen, we have a duty to address it. It’s not acceptable to limit our concern to the remit of our roles. Everyone must be comfortable with holding others accountable to their commitments through feedback and respectful confrontation. WHOLENESS Equal worth We are all of fundamental equal worth. At the same time, our community will be richest if we let all members contribute in their distinctive way, appreciating the differences in roles, education, backgrounds, interests, skills, characters, points of view, and so on. Safe and caring workplace Any situation can be approached from fear and separation, or from love and connection. We choose love and connection. We strive to create emotionally and spiritually safe environments, where each of us can behave authentically. We honor the moods of … [love, care, recognition, gratitude, curiosity, fun, playfulness …]. We are comfortable with vocabulary like care, love, service, purpose, soul … in the workplace. Overcoming separation We aim to have a workplace where we can honor all parts of us: the cognitive, physical, emotional, and spiritual; the rational and the intuitive; the feminine and the masculine. We recognize that we are all deeply interconnected, part of a bigger whole that includes nature and all forms of life. Learning Every problem is an invitation to learn and grow. We will always be learners. We have never arrived. Failure is always a possibility if we strive boldly for our purpose. We discuss our failures openly and learn from them. Hiding or neglecting to learn from failure is unacceptable. Feedback and respectful confrontation are gifts we share to help one another grow. We focus on strengths more than weaknesses, on opportunities more than problems. Relationships and conflict It’s impossible to change other people. We can only change ourselves. We take ownership for our thoughts, beliefs, words, and actions. We don’t spread rumors. We don’t talk behind someone’s back. We resolve disagreements one-on-one and don’t drag other people into the problem. We don’t blame problems on others. When we feel like blaming, we take it as an invitation to reflect on how we might be part of the problem (and the solution). PURPOSE Collective purpose We view the organization as having a soul and purpose of its own. We try to listen in to where the organization wants to go and beware of forcing a direction onto it. Individual purpose We have a duty to ourselves and to the organization to inquire into our personal sense of calling to see if and how it resonates with the organization’s purpose. We try to imbue our roles with our souls, not our egos. Planning the future Trying to predict and control the future is futile. We make forecasts only when a specific decision requires us to do so. Everything will unfold with more grace if we stop trying to control and instead choose to simply sense and respond. Profit In the long run, there are no trade-offs between purpose and profits. If we focus on purpose, profits will follow.

Brother MALCOLM ranks about third in influence. He has unlimited freedom of movement in all states, and outside of the Messenger's immediate family he is the most trusted follower. He is an excellent speaker, forceful and convincing. He is an expert organizer and an untiring worker. . . . MALCOLM has a strong hatred for the “blue eyed devils,” but this hatred is not likely to erupt in violence as he is much too clever and intelligent for that. . . . He is fearless and cannot be intimidated by words or threats of personal harm. He has most of the answers at his fingertips and should be carefully dealt with. He is not likely to violate any ordinances or laws. He neither smokes nor drinks and is of high moral character.

The hierarchical pyramid feels outdated, but what other structure could replace it? How about decision-making? Everybody should make meaningful decisions, not just a few higher-ups, but isn’t that just a recipe for chaos? How about promotions and salary increases? Can we find ways to handle such matters without bringing politics to the table? How can we have meetings that are productive and uplifting, where we speak from our hearts and not from our egos? How can we make purpose central to everything we do, and avoid the cynicism that lofty-sounding mission statements often inspire? What we need is not merely some grand vision of a new type of organization. We need concrete answers to dozens of practical questions like these.

Build up talent density. At most companies, policies and control processes are put in place to deal with employees who exhibit sloppy, unprofessional, or irresponsible behavior. But if you avoid or move out these people, you don’t need the rules. If you build an organization made up of high performers, you can eliminate most controls. The denser the talent, the greater the freedom you can offer.

Since the 19th century, medicine has focused on specific disease states by linking collections of signs and symptoms to single organs.... Systems biology and its offspring, sometimes called Network Medicine, takes a more wholistic approach, looking at all the diverse genetic, metabolic, and environmental factors that contribute to clinical disease. Equally important, it looks at the preclinical manifestations of pathology. The current focus of medicine is much like the focus that an auto mechanic takes to repair a car. The diagnostic process isolates a broken part and repairs or replaces it.... Although this strategy has saved countless lives and reduced pain and suffering, it nevertheless treats the disease and not the patient, with all their unique habits, lifestyle mistakes, environmental exposures, psychosocial interactions, and genetic predispositions.

94% of problems in business are systems-driven and only 6% are people-driven. —Attributed to W. Edwards Deming

We are addicted to the idea that the world can be predicted and controlled—that our stoplights are the only way to keep things in check. But when you view the world that way, today’s uncertainty and volatility become triggers for retreating to what has worked in the past. We just need to hire more capable leaders. We just need to squeeze out a little more efficiency and growth. We just need to reorganize. . . . But we know better. The real barrier to progress in the twenty-first century is us.

We now do the 360 written feedback every year, asking each person to sign their comments. We no longer have employees rate each other on a scale of 1 to 5, since we don’t link the process to raises, promotions, or firings. The goal is to help everyone get better, not to categorize them into boxes. The other big improvement is that each person can now give feedback to as many colleagues as they choose at any level in the organization—not just direct reports, line managers, or a few teammates who have invited input. Most people at Netflix provide feedback for at least ten colleagues, but thirty or forty is common. I received comments from seventy-one people on my 2018 report.

The snake was an ancient symbol of the traditions which honored the Goddess and the Divine Feminine. You will see Her in ancient forms of the uroboros, a symbol of a snake that looks like it chases its tail or eats its tail. It is a symbol of the ability of the Divine Feminine to give birth and to be reborn like the snake that sheds its skin. She recreates herself for ever. The circular form of the uroboros symbol implies the interminable nature of many cycles. That was part of the Divine Feminine's wisdom, knowing the life cycles, being informed by them and living in harmony with them. Some of the Divine Feminine's mysteries were understood to be impenetrable, and it was only by the Goddess ' grace that one could enter the mysteries, that darkness, and acquire direct knowledge that the ordinary mind and ordinary words would never illuminate or touch. The Goddess gave the fruit from the tree of knowledge, and this did not like the dominating form of a male god! As a quintessential form of the Divine Feminine power of consciousness, Goddess Kundalini has been touched by those dominating modes that have influenced the development of yogic traditions. In the yogic traditions, there have been approaches that try to dominate Kundalini, forcefully push Kundalini to do this or do that by prescribing endless exercises of forced breathing and body postures that are meant to bind and force Kundalini to go in a direction that the yogi wants Her to go. Not surprisingly, these traditions are also the ones that often say Kundalini is dangerous and must be controlled. Those were also the kinds of descriptions that patriarchal dominator approaches applied to the Divine Feminine. But this power of Consciousness is indomitable, it will not be suppressed; it will always have its ways out. Through respect, love, and loyalty, the wise try to follow Her, and then they receive the good graces of this force. Devotees who consider Kundalini as the Great Goddess have a completely different experience with their caring devotion. They gain their boons, their gifts of enlightenment, without having to fear what some forceful, dominant practice may provoke. That mentality is key to understanding how we accept the blessings to be given by this remarkable inherent force of consciousness. It doesn't mean our karmas experiences in flames might not be intense. But with eager egotistical mentality there is no need to escalate issues. We are living in a time of the Goddess's return. We need her experience to educate and encourage mankind to relive cooperatively if life is to exist on this planet. We need her vision clarity, her deep compassion and her steadfast patience to live in harmony with each other and the environment. We need Kundalini Shakti's awakened state of selflessness, empowering people to reinvent culture, social structures, industries, and economic systems on a cooperative model rather than the dominant mode that brings about destruction and conflict. The more people She awakens, the more individuals there will transform the collective consciousness of families, groups, cities, businesses and countries. We are her perceptive and acting organs. We may see clearly, encouraged by Her, and act accordingly.

Recognize that strategies shift and can change the underlying dynamics of your organization. Effective leaders are constantly reinventing and disrupting their organizations to take advantage of the next growth wave. They realize the dangers of maintaining the status quo when disruptive forces, trends, and customer requirements change.

then instead of setting goals for our life, dictating what direction it should take, we learn to let go and listen to the life that wants to be lived through us.

We tend to be more comfortable pointing out ways others can change and improve their actions and behaviors; it is a lot harder to think, plan, and act in ways that will have a transformative impact on our own reinvention.

The higher you get in an organization, the less feedback you receive, and the more likely you are to come to work naked or make another error that's obvious to everyone, but you. This is not just dysfunctional but dangerous. If an office assistant screws up a coffee order, and no one tells him, it's no big deal. If the Chief Financial Officer screws up a financial statement, and no one dares to challenge it, it sends the company into crisis. The first technique our managers use to get their employees to give them honest feedback is regularly putting feedback on the agenda of their one-on-one meetings with their staff. Don't just ask for feedback, but tell and show your employees it is expected.

The internet we know is full of places, languages, territories, and it’s an alternate world in itself. The strange thing is that, deep down, we don’t reinvent anything in this new world. We have this powerful tool, this parallel space that should be ideal, in theory, since it’s completely controlled by us, its creators. And yet it has the same functional faults as the physical world—the real one, you might say. All the social problems of our world exist online: theft, pedophilia, pornography, organized crime, drug trafficking, assassinations… The only difference is that everyone dares to be criminals or morally wrong, at least once, in the cyber world, but even when we do, we’re embarrassed, as if we’re incapable of thinking outside the original format. Humans have created this fantastic space of freedom and made it into a carbon copy of the world system. It’s as if we weren’t creative enough to invent a new moral code that would work online or new representations of ourselves that challenge the ones we’ve always had.

By the late twentieth century, our time, a mythic time, we are all chimeras, theorized and fabricated hybrids of machine and organism; in short, we are cyborgs. The cyborg is our ontology; it gives us our politics. The cyborg is a condensed image of both imagination and material reality, the two joined centres structuring any possibility of historical transformation.

the relation between organism and machine has been a border war. The stakes in the border war have been the territories of production, reproduction, and imagination. This chapter is an argument for pleasure in the confusion of boundaries and for responsibility in their construction.

The second leaky distinction is between animal-human (organism) and machine. Pre-cybernetic machines could be haunted; there was always the spectre of the ghost in the machine.

At the centre of my ironic faith, my blasphemy, is the image of the cyborg. A cyborg is a cybernetic organism, a hybrid of machine and organism, a creature of social reality as well as a creature of fiction.

At most companies, policies and control processes are put in place to deal with employees who exhibit sloppy, unprofessional, or irresponsible behavior. But if you avoid or move out these people, you don’t need the rules. If you build an organization made up of high performers, you can eliminate most controls. The denser the talent, the greater the freedom you can offer.

Despite the fear evoked by the idea of genetically modified organisms, those of the natural variety are hard to beat when it comes to posing serious threats to humanity. Yersinia pestis, the causative agent of bubonic plague, is estimated to have killed as many as a third to a half of all Europeans in the Black Death epidemic of the mid-fourteenth century. The bacterium made a comeback appearance in the Great Plague, another wave of annihilation that swept through the Continent in 1665–1666.

Organizations are constructed a bit like computer programs. When a company is tightly coupled, big decisions get made by the big boss and pushed down to the departments, often creating interdependencies between the various areas of the business. If a problem occurs at the departmental level, it has to go back to the boss who oversees all of the departments. Meanwhile, in a loosely coupled company, an individual manager or employee is free to make decisions or solve problems, safe in the knowledge that the consequences will not ricochet through other departments.

If loose coupling is to work effectively, with big decisions made at the individual level, then the boss and the employees must be in lockstep agreement on their destination. Loose coupling works only if there is a clear, shared context between the boss and the team. That alignment of context drives employees to make decisions that support the mission and strategy of the overall organization. This is why the mantra at Netflix is HIGHLY ALIGNED, LOOSELY COUPLED

We’ve looked at over a dozen policies and processes that most companies have but that we don’t have at Netflix. These include: Vacation Policies Decision-Making Approvals Expense Policies Performance Improvement Plans Approval Processes Raise Pools Key Performance Indicators Management by Objective Travel Policies Decision Making by Committee Contract Sign-Offs Salary Bands Pay Grades Pay-Per-Performance Bonuses These are all ways of controlling people rather than inspiring them. It’s not easy to avoid chaos and anarchy as you remove these controls, but if you develop every employee’s sense of self-discipline and responsibility, help them develop enough knowledge to make good decisions, and develop a feedback culture to stimulate learning, you’ll be amazed at how effective your organization can be.

If your goal is to build a more inventive, fast, and flexible organization, develop a culture of freedom and responsibility by establishing the necessary conditions so you can remove these rules and processes too.

Reinvention takes place in the middle of the organization, so the first requisite is that there has to be a middle. I'll assume your organization still has one. Now pour in some slack, increase safety, and take steps to break down managerial isolation. Viola, the formula for middle-of-the-hierarchy reinvention.

Slackless organizations tend to be authoritarian. When efficiency is the principal goal, decision making can't be distributed. It has to be in the hands of one person (or a few), with everyone else taking direction without question and acting quickly to carry out orders. This is a fine formula for getting a lot done, but a dismal way to encourage reinvention and learning.

CNNMoney calculates that in 2011, the CEOs of Fortune 50 companies took home on average a staggering 379 times the median pay of employees in their company65 (the multiple would be even higher when compared to the lowest paid employee).

Can a middle manager put Teal practices in place for the department he is responsible for? When I am asked this question, as much as I would like to believe the opposite, I tell people not to waste their energy trying. Experience shows that efforts to bring Teal practices into subsets of organizations bear fruit, at best, only for a short while. If

We have grown up with a deeply held assumption that control mechanisms make us safe. No matter how many corporate scandals keep happening in organizations full of control mechanisms, we hold on to this assumption. Whenever

No person of color has ever held a top executive post in his organization and even his suited security army inside the tower is virtually all white. Race,

At both the top and bottom, organizations are more often than not playfields for unfulfilling pursuits of our egos, inhospitable to the deeper yearnings of our souls.

We’ve been told that we should assess other people as objectively as possible. That’s a tragic mistake. Assessments are never objective (at best we can say they are culturally grounded, if many people share the same assessment), but nevertheless we often believe that they are. We turn our subjective impressions into “truths” about a person; no wonder they resist our feedback. Rather

A leader continuously communicates the benefits of an ever-changing organization. A leader endorses an organization that is continuously reinventing itself to higher and higher levels of productivity and innovation.

Digital transformation is now spreading rapidly to enable organizations of all shapes and sizes to reinvent themselves.

Occupy Wall Street and the Free State Project were ostensibly leaderless organizations that eschewed new power hierarchies.

Late twentieth-century machines have made thoroughly ambiguous the difference between natural and artificial, mind and body, self-developing and externally designed, and many other distinctions that used to apply to organisms and machines. Our machines are disturbingly lively, and we ourselves are frighteningly inert. [...] Modern machines are quintessentially microelectronic devices: they are everywhere and they are invisible. [...] Writing, power and technology are old partners in Western stories of the origin of civilization, but miniaturization has changed our experience of the mechanism.

Information technology tools such as internal social networks and knowledge repositories can play a critical role in steering clear of unnecessary structures, especially when companies grow larger and people are spread throughout different locations.

substantial influence Mom had on my concept of fun in the workplace. Somehow, she created an environment in which everyone was energized, not from fear of punishment or promise of reward, but from a desire to accomplish something positive. She had unbridled confidence in our ability to accomplish the tasks at hand. … She gave us enormous freedom to work and make decisions. Somehow

Any information that isn’t public will cause suspicion (why else would someone go through the trouble to keep it secret?), and suspicion is toxic for organizational trust.

Evolution is a formidable process that brings forth unfathomable beauty and complexity not through a grand design, but by means of relentless, small-scale, parallel experimentation. Evolution

A human … experiences himself, his thoughts and feelings, as something separated from the rest. This delusion is a kind of prison for us, restricting us to our personal desires and to affection for a few persons nearest us. Our task must be to free ourselves from this prison by widening our circles of compassion to embrace all living creatures and the whole of nature in its beauty. Albert Einstein

There is more to life than success or failure.

Our schools today are probably further away from self-management than most other types of organizations. We have turned schools, almost everywhere, into soulless factories that process students in batches of 25 per class, one year at a time. Children are viewed essentially as interchangeable units that need to be channeled through a pre-defined curriculum. At the end of the cycle, those that fit the mold are graduated; castoffs are discarded along the way. Learning happens best, this system seems to believe, when students sit quietly for hours in front of all-knowing teachers who fill their heads with information. Children can’t be trusted to define their own learning plans and set their own goals; that must be done by the teachers. But, really, teachers cannot be trusted either; they must be tightly supervised by principals and superintendents and school districts and expert commissions and standardized tests and mandatory school programs, to make sure they do at least a somewhat decent job.

Crashing through the woods is how we have learned to be together in organizations. All it takes to scare the soul away is to make a sarcastic comment or to roll the eyes in a meeting. If we are to invite all of who we are to show up, including the shy inner voice of the soul, we need to create safe and caring spaces at work. We must learn to discern and be mindful of the subtle ways our words and actions undermine safety and trust in a community of colleagues.

DON’T REINVENT THE WHEEL (PART 2) Whatever the problem, chances are that someone, somewhere, has worked on something similar. Maybe that person is in your organization and can answer all your questions in the course of a phone call. Maybe other people in your field, in another division or another company, have seen the same problem already—find out who they are and get to know them. Do your research and ask questions; you will save yourself a lot of time and effort. Your time is valuable, so don’t waste it by reinventing the wheel!

There is one striking paradox I want to highlight: These companies are highly profitable, despite the fact that they seem to be, from an Orange perspective at least, quite careless about profits. Remember that they don’t make detailed budgets, they don’t compare budgets to actuals at the end of the month, they don’t set sales targets, and colleagues are free to spend any money they deem necessary without approval from above. They focus on what needs to be done, not on profitability, and yet this results in stellar profits.

You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete.