Sublime

As a middle or senior manager, you can foster an environment that is as healthy as possible for your department within the Orange context.

Welch learns. He moved from a top-down vision (the famous dictum that all GE businesses had to be #1 or #2 in their markets) to a much more learning-filled operation (his “Work-Out” system).

could it be that our current worldview limits the way we think about organizations? Could we invent a more powerful, more soulful, more meaningful way to work together, if only we change our belief system?

In Teal Organizations, people have roles, which come with clear areas of responsibility, but no turfs. No part of the organization belongs to anybody.

Trying to avoid or limit staff functions is something I encountered not only in Buurtzorg, but in all self-managing organizations in this research.

Briefly, I believe that large programming projects suffer management problems different in kind from small ones, due to division of labor. I believe the critical need to be the preservation of the conceptual integrity of the product itself. These chapters explore both the difficulties of achieving this unity and methods for doing so. The later chap

Amber command and control becomes Orange predict and control. To innovate more and faster than others, it becomes a competitive advantage to tap into the intelligence of many brains in the organization.

Wholeness: Organizations have always been places that encourage people to show up with a narrow “professional” self and to check other parts of the self at the door. They often require us to show a masculine resolve, to display determination and strength, and to hide doubts and vulnerability. Rationality rules as king, while the emotional, intuitiv

Brian Robertson, the founder of Holacracy, sometimes uses another set of archetypes to talk about the power of self-management to shift relationships to a healthier level—helping us to move from Persecutor, Rescuer, Victim, to Challenger, Coach, Creator.