Reinventing Organizations

Reinventing Organizations

Language: English

Pages: 382

ISBN: 2960133501

Format: PDF / Kindle (mobi) / ePub


The way we manage organizations seems increasingly out of date. Survey after survey shows that a majority of employees feel disengaged from their companies. The epidemic of organizational disillusionment goes way beyond Corporate America-teachers, doctors, and nurses are leaving their professions in record numbers because the way we run schools and hospitals kills their vocation. Government agencies and nonprofits have a noble purpose, but working for these entities often feels soulless and lifeless just the same. All these organizations suffer from power games played at the top and powerlessness at lower levels, from infighting and bureaucracy, from endless meetings and a seemingly never-ending succession of change and cost-cutting programs.

Deep inside, we long for soulful workplaces, for authenticity, community, passion, and purpose. The solution, according to many progressive scholars, lies with more enlightened management. But reality shows that this is not enough. In most cases, the system beats the individual-when managers or leaders go through an inner transformation, they end up leaving their organizations because they no longer feel like putting up with a place that is inhospitable to the deeper longings of their soul.

We need more enlightened leaders, but we need something more: enlightened organizational structures and practices. But is there even such a thing? Can we conceive of enlightened organizations?

In this groundbreaking book, the author shows that every time humanity has shifted to a new stage of consciousness in the past, it has invented a whole new way to structure and run organizations, each time bringing extraordinary breakthroughs in collaboration. A new shift in consciousness is currently underway. Could it help us invent a radically more soulful and purposeful way to run our businesses and nonprofits, schools and hospitals?

The pioneering organizations researched for this book have already "cracked the code." Their founders have fundamentally questioned every aspect of management and have come up with entirely new organizational methods. Even though they operate in very different industries and geographies and did not know of each other's experiments, the structures and practices they have developed are remarkably similar. It's hard not to get excited about this finding: a new organizational model seems to be emerging, and it promises a soulful revolution in the workplace.

"Reinventing Organizations" describes in practical detail how organizations large and small can operate in this new paradigm. Leaders, founders, coaches, and consultants will find this work a joyful handbook, full of insights, examples, and inspiring stories.

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in this example, has a much higher chance of succeeding, and the example could easily spread from your unit to the entire organization. TOP LEADERSHIP Let’s dig deeper into the first of the two necessary conditions. The general rule seems to be that the level of consciousness of an organization cannot exceed the level of consciousness of its leader. The CEO must look at the world through an Evolutionary-Teal lens for Teal practices to flourish. There are several examples of organizations that

to run, no top-down strategies to devise, no disputes to settle, no promotions to decide on. On the other hand, the research into the pioneer organizations suggests there are two new and critical roles a CEO needs to play: creating and maintaining a space for Teal ways of operating and role-modeling of Teal behaviors. Beyond that, the CEO is a colleague like any other, who can sense what’s needed, get involved in a project, and make decisions using the advice process. I keep using the term CEO

efforts. The issues raised in this table—the size of the company, the length and the depth of the value chain—can help you in your thinking, but other factors specific to your organization might play an important role, too. Take some time with colleagues from different parts of the organization to reflect on the question about the most appropriate structure. Let it simmer. The answer will emerge in time. And you don’t have to start with a perfect solution. You can get going with a structure that

school premises in what a few years ago were rundown leaky buildings. After school hours, the premises now host workshops attended by hundreds of principals and teachers who want to understand ESBZ’s magic. The workshops (as you might have guessed) are taught almost exclusively by students, not by teachers or by Margret Rasfeld, the founder and principal. What is remarkable is that ESBZ enjoys no free pass. The school has to make do with the same amount of teacher hours as any other school in

pursuits of our egos, inhospitable to the deeper yearnings of our souls. This book isn’t a rant about large corporations gone mad with greed. People who work in government agencies or nonprofits are rarely more exuberant about their workplaces. Even professions of calling aren’t immune to organizational disillusionment. Teachers, doctors, and nurses are leaving their field of vocation in droves. Our schools, unfortunately, are for the most part soulless machines where students and teachers

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