Sublime

Create an organizational system whose foundation is managers-as-teachers who apply and teach lean thinking, manage to improve, promote stop-and-fix, and who practice Go See. Add the two pillars of respect for people and continuous challenge-the-status-quo improvement mindset.

With this cognitive capacity one can question authority, group norms, and the inherited status quo. In the Western world, Achievement-Orange thinking started to poke holes in the Conformist-Amber world of Christian certainties during the

In some of them, new recruits are trained in Marshall Rosenberg’s Nonviolent Communication and in effective ways to give feedback.

If one believes, as I have argued at many places in this book, that creativity comes from individuals and not from structures or processes, then a central question facing the software manager is how to design structure and process so as to enhance, rather than inhibit, creativity and initiative. Fortunately, this problem is not peculiar to software

Actually, one could argue that every organization’s real structure looks like this: an intricate web of fluid relationships and commitments that people engage in to get their work done. Unfortunately, most organizations force a second structure, the one with boxes piled up in pyramid shape, on top of the first. No wonder it sits there so uneasily—i

Experience also shows that it is easier to start out from Teal, rather than transforming an existing structure with its history and baggage from previous paradigms.

Fred Kofman, a former MIT professor and author of Conscious Business.

From the Evolutionary-Teal perspective, job titles are like honeypots to the ego: alluring and addictive, but ultimately unhealthy.

Thinking in terms of granular roles instead of pre-defined jobs creates great fluidity and adaptability.