Living the Reinvented Organisation

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by Nikyta Guleria and Graham Boyd This is a story of how the ‘nice to have’ human aspects of the business are really the ‘need to have’. The story of how our non-profit, edgetalents, became a successful for-profit in a year. A story of how we re-invented the company, turning it into a deliberately developmental one (1). We blended traditional business methods with Holacracy, adult development from Laske, Kegan and Dojo4Life (2); and good old Art of Hosting methodologies. Having just read Frederic Laloux’s book, we believe our edge talents story may be useful to others re-inventing their organisations.Nikyta: This is also my story. As a recent graduate, about how I went from needing safety and […]

Spiral Dynamics

Spiral Dynamics: Theory you can use

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Post by Jon Freeman  spiralfutures.com Native American wisdom teacher Sun Bear once said “I am not interested in a philosophy if it doesn’t help me grow corn”.  Theories are much the same. Their usefulness depends essentially on three things: Do they explain what we can see? Do they correctly predict what will happen next? Do they provide useful information that helps us change outcomes? In 1974 Professor Clare W. Graves described the conditions that would face mankind in the future. He said that these conditions would demand a “momentous leap” in human capacities. Forty years on we are now living in exactly the life conditions he predicted. This prediction was based on decades of research […]

Conscious Leadership - gcfcl.com

How Frederic Laloux’s ‘Reinventing Organizations’ points the way towards more Conscious Leadership

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Reinventing Organizations is a great read, a breath of fresh air (and sometimes a mindbend) about how the new and emerging forms of organisations go about their business. It serves not only as a compelling story, but also alters our paradigm as we read it. That is some effect. There are several clues within it that point to who the leaders of these (Teal) kinds of organisations need to be, which hints at an evolved form of leadership. Frederic describes three principles around which their operations cluster: Self management Frederic’s point: Hierarchies don’t work in complex organisations because all the complexity is pushed to the top awaiting decisions. As we know from other writers (e.g. […]

 

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