Change Management Session for the reflection of the theory of author Frederic Laloux at the HR Barcamp 2015 Jörn Hendrik, ffluid, @jormason Philipp, FELD M, @philippkraemer 27.02.2015, Berlin

1. REINVENTING ORGANIZATIONS
Change Management Session for the reflection of the
theory of author Frederic Laloux at the HR Barcamp 2015
Jörn Hendrik, ffluid, @jormason
Philipp, FELD M, @philippkraemer
27.02.2015, Berlin

2. The Book

3. History of organization development
100.000
years ago
50.000
years ago
Now
Infrared
Red
Amber
Orange
Green
Teal
Magenta

4. Overview
Explanation
Current
Examples
Key
breakthroughs
Guiding
metaphor
RED
Organizations
Constant exercise of power by chief to keep troops in
line. Fear is the glue of the organization. Highly reactive,
short term focus. Thrives in chaotic environment
•Mafia
•Street Gangs
•Terror Organizations
•Division of Labour
•Command authority
Wolf Pack
AMBER
organizations
Highly formal roles within a hierarchical pyramid. Top
down command and control (what and how). Stability
valued above all through rigorous processes. Future is
repetition of the past.
•Catholic Church
•Military
•Governmental
Organizations
•Public School System
•Formal roles (stable and
scalable hierarchy)
•Processes (long term
perspectives)
Army
ORANGE
organizations
Goal is to beat the competition; achieve profit and
growth. Innovation is the key to staying ahead.
Management by objectives (command and control on
what; freedom on the how)
•Multinational
companies
•Charter Schools
•Innovation
•Accountability
•Meritocracy
Machine
GREEN
organizations
Within the class pyramid structure, focus on culture and
empowerment to achieve extraordinary employee
motivation
•Culture Driven
Organizations (NGO’s,
Southwest Airlines, Ben
& Jerrys, Semco)
•Empowerment
•Values-driven culture
•Stakeholder model
Family
TEAL
organizations
No one is the boss of anyone else. Hierarchy is not
powerful enough to face complexity, e.g. global
economy, human muscle brain (cells). If you take your
purpose seriously there is no competitor by definition
•Network Organizations
(Burtzoorg, ESBZ,
Zappos, Semco, A.W.
Gore, Automattic)
•Self Management
•Wholeness
•evolutionary Purpose
Network

5. Teal Organizations
1.Self-management
No one is the boss of anyone else. Because hierarchical organizations are not powerful enough to face the complexity,
e.g.global economy, anymore.
Rather than a power hierarchy teal organizations work like a natural network
Advice Process: One has to get advice from an expert. One has to talk to people who will be affected by the decision
2.Wholeness
In most organizations we are pushed to wear a mask. We are so used to wearing it, that we almost forgot about it.
We are showing our Ego (only the rational part of it), but not our deeper feelings.
Teal organizations are integrating different views and different opinions, because the truth has more facets than just
one.
1.Evolutionary Purpose
If you take purpose seriously, there is no competition. Because every organization aiming for the same purpose is an
ally.
If a company vision is aligned with the strategy – and when it’s continuously adapted it becomes stronger and stronger.
Purpose is finding a companies why and can’t be simply executed. Execution only works when you think about your
company as a machine like in orange organizations.

6. 1st Exercise:
What examples
for red, amber,
orange and green
characteristics for
organizations do
you know?

7. 2nd Exercise:
Develop ideas on how to
implement TEAL-
characteristics into
your organization!

8. Contact:
+49 (0) 171 369 5336
jh@ffluid.de
@jormason
fb.me/jormason
ffluid.de