reorientating organizations · frederic laloux: reinventing organizations - belgian consultant -...
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REORIENTATING ORGANIZATIONS
Stijn Deprez Ligand2018
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The state of Stijn Deprez
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May 2016 – Bethlehem Pennsylvania
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october 2017
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Two weeks ago
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Two weeks ago
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Why reorientating organizations?
Work makesus sick
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Why reorientating organizations?
Half of Belgian employees are looking for another job.
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Why reorientating organizations?
"If everyone had to think outside the box, maybe it was the box that needed fixing“
Malcolm Gladwell, What the Dog Saw
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Why reorientating organizations?
Reflection: What do you see in your country on theworkplaces?
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Why reorientating organizations?
Frederic Laloux: Reinventingorganizations
- Belgian consultant - Researched management
systems worldwide
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Why reorientating 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.”Laloux.
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Why reorientating organizations?
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Historical and developmental perspective
An overview in colorshttps://www.youtube.com/watch?v=g0Jc5aAJu9g&t=452s
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Historical and developmental perspective
Teal organization <-> Restorative organization
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3 breakthroughs in teal organizations
1. Self-management2. Wholeness3. Listening to evolutionary purpose
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1. Self-management
1. Leaders are overworked2. Self-management is not new3. 3 misunderstandings
1. Self-management = no stucture2. Endless meetings3. Still in experimental phase
4. Selfmanagement needs an upgrade of most of theelementary management practices: structure of theorganization, budgets, functions, targets, meetings, investments, resignation,…
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1. Self-management - structures
1.No pyramid
Buurtzorg: “Nobody is the boss of somebody else.”
• Traditional pyramidal structures demand too much of too few and not enough of everyone else (Gary Hamel)
• New organogram • A new assumption
“all colleagues have the obligation to do something about anissue they sense,…”
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1. Self-management - organogram change
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2. No middle-management
Bureaucracies are built by and for people who busy themselves provingthey are necessary, especially when they suspect they aren’t (Ricardo Semler)
1. Self-management - structures
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From control to trust
Self-management needs trustand open communication
More and a bigger variety onfeedback is needed
1. Self-management - structures
Johari-window
CIRCLES
FEEDBACK
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Shift fromavoiding conflicts to learn people how to deal with conflicts
How do people manage conflicts?
In a teal organization it is essential that every collegue is trained in conflict management (or Restorative Practices)
1. Self-management - opportunities for RP
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2. Breakthrough 2: Wholeness
If the soul is not welcome in the organization, you get soulless organizations
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2. Wholeness in practice
• Safe work environment where personal interests meet organizational interests
• Colleague principles• Circles• Time and space for reflection
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2. Wholeness in practice
Colleague principles• We are happy with the job in Ligand. • We speak in an open and direct way. You will not hear us speak
about the other if the other wouldn’t be happy with it. • We trust in what our colleagues do.• We take a leading role alternately.• It is the love for peole that is our drive.• We enter the room with a smile.• We always assume that the other person might be right.• We trust that everythings comes alright• We do not loose time acting busy.• …
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2. Wholeness reflection
How is reflection build in in your organization?Let’s share some good ideas.
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2. Wholeness in practice
• Recrutement and start-up: where the lie starts
• Meetings
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2. Wholeness in practice
InfrastructureChurchill: “we shape our buildingsand then they shape us.”
Attention for climate and society
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2. Wholeness in practice
Reflection:
How does your organization take responsibility for what happens in the world (socially, ecologically, …)?
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3. Listening to evolutionary purpose
1. No long term plans2. Listening to the deeper goal of the organization and to the
people. 3. Strategic plans, balances, targets. It is like machines. The
new metaphor is living organisms. -> self set targets 4. Fun
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Conclusion
the color is teal