Sublime

In Teal Organizations, they must abide by the advice process, which implies that a very large group of people be consulted. How can that be done? In small organizations, CEOs can simply walk around and talk to their colleagues—a practice used by Zobrist at FAVI, for instance. When organizations grow into the hundreds or thousands and have dispersed

Exits work the same way. If an alpha or omega leaves, the new alpha or omega is plucked out of the illegible middle at that time. Not before. Succession planning may be a good idea in formal hierarchies, but it is a bad idea in social groups.

In effectively run organizations, the functional leader is responsible for “who” and “how”—providing trained people who are competent in their profession to be used in sequentialized flows. The flow owner (e.g., project leader, program leader, value stream leader) is responsible for the “what” and “when” of how those people are deployed to achieve

State an admirable feature about the employee. Ask what contributions they have made to Sun. Ask what contributions they would like to make at Sun. Ask how Sun can help them.

This is usually referred to as “complexity” or “chaos theory” (the Teal equivalent to Orange’s Newtonian science).