Laloux Culture Model - Revision history

Mmusij at 05:03, 21 November 2018

2018-11-21T05:03:47Z

← Older revision		Revision as of 05:03, 21 November 2018
Line 1:		Line 1:
	[[Category:Agile:Articles]][[Category:Agile]][[Category:Agile:Culture]][[Category:Leadership]]		[[Category:Agile:Articles]][[Category:Agile]][[Category:Agile:Culture]][[Category:Agile:Leadership]]

	In Frederick Laloux’s book Reinventing Organisations[1] there is a culture model that helps to identify and describe an organisation’s cultural awareness, the perspectives it has and the behaviours and actions of the people within a culture.		In Frederick Laloux’s book Reinventing Organisations[1] there is a culture model that helps to identify and describe an organisation’s cultural awareness, the perspectives it has and the behaviours and actions of the people within a culture.

Mmusij: /* Evolutionary Teale */

2018-11-21T05:02:50Z

Evolutionary Teale

← Older revision		Revision as of 05:02, 21 November 2018
Line 48:		Line 48:
	Hence, many Orange paradigm organisations struggle with the Agile notions of self-organising teams and responding to change with an emergent strategy, as it seems impossible to deliver projects without controlling people and having a fixed plan from their perspective.		Hence, many Orange paradigm organisations struggle with the Agile notions of self-organising teams and responding to change with an emergent strategy, as it seems impossible to deliver projects without controlling people and having a fixed plan from their perspective.

	===<span style="color:#~~00FFFF~~">Evolutionary Teale</span>===		===<span style="color:#00CED1">Evolutionary Teale</span>===
	Teale organisations have evolved beyond the need for a hierarchy or leaders for that matter. They instead, form networks of people that are not only self-organising but are also self-managing. They take full accountability for their own actions and encourage others to do the same.		Teale organisations have evolved beyond the need for a hierarchy or leaders for that matter. They instead, form networks of people that are not only self-organising but are also self-managing. They take full accountability for their own actions and encourage others to do the same.

Mmusij: /* Evolutionary Teale */

2018-11-21T05:02:14Z

Evolutionary Teale

← Older revision		Revision as of 05:02, 21 November 2018
Line 48:		Line 48:
	Hence, many Orange paradigm organisations struggle with the Agile notions of self-organising teams and responding to change with an emergent strategy, as it seems impossible to deliver projects without controlling people and having a fixed plan from their perspective.		Hence, many Orange paradigm organisations struggle with the Agile notions of self-organising teams and responding to change with an emergent strategy, as it seems impossible to deliver projects without controlling people and having a fixed plan from their perspective.

	===<span style="color:#~~40E0D0~~">Evolutionary Teale</span>===		===<span style="color:#00FFFF">Evolutionary Teale</span>===
	Teale organisations have evolved beyond the need for a hierarchy or leaders for that matter. They instead, form networks of people that are not only self-organising but are also self-managing. They take full accountability for their own actions and encourage others to do the same.		Teale organisations have evolved beyond the need for a hierarchy or leaders for that matter. They instead, form networks of people that are not only self-organising but are also self-managing. They take full accountability for their own actions and encourage others to do the same.

Mmusij: /* Evolutionary Teale */

2018-11-21T05:01:31Z

Evolutionary Teale

← Older revision		Revision as of 05:01, 21 November 2018
Line 48:		Line 48:
	Hence, many Orange paradigm organisations struggle with the Agile notions of self-organising teams and responding to change with an emergent strategy, as it seems impossible to deliver projects without controlling people and having a fixed plan from their perspective.		Hence, many Orange paradigm organisations struggle with the Agile notions of self-organising teams and responding to change with an emergent strategy, as it seems impossible to deliver projects without controlling people and having a fixed plan from their perspective.

	===Evolutionary Teale===		===<span style="color:#40E0D0">Evolutionary Teale</span>===
	Teale organisations have evolved beyond the need for a hierarchy or leaders for that matter. They instead, form networks of people that are not only self-organising but are also self-managing. They take full accountability for their own actions and encourage others to do the same.		Teale organisations have evolved beyond the need for a hierarchy or leaders for that matter. They instead, form networks of people that are not only self-organising but are also self-managing. They take full accountability for their own actions and encourage others to do the same.

Mmusij: /* Pluralistic Green */

2018-11-21T05:00:30Z

Pluralistic Green

← Older revision		Revision as of 05:00, 21 November 2018
Line 36:		Line 36:
	Success seems possible in theory, but are deceptively unobtainable in most cases as the natural world comes into contact with our perfect paper plans.		Success seems possible in theory, but are deceptively unobtainable in most cases as the natural world comes into contact with our perfect paper plans.

	===Pluralistic Green===		===<span style="color:#32CD32">Pluralistic Green</span>===
	Pluralistic Green is a paradigm that focusses on people and values with self organising teams, leaders empowering the staff and developing a caring and helping culture that also translates to the improved end customer experience.		Pluralistic Green is a paradigm that focusses on people and values with self organising teams, leaders empowering the staff and developing a caring and helping culture that also translates to the improved end customer experience.

Mmusij: /* Achievement Orange */

2018-11-21T04:59:43Z

Achievement Orange

← Older revision		Revision as of 04:59, 21 November 2018
Line 27:		Line 27:
	Strategic goals are formed and long term objectives are possible, as the hierarchy becomes self sustaining.		Strategic goals are formed and long term objectives are possible, as the hierarchy becomes self sustaining.

	===Achievement Orange===		===<span style="color:#FF8C00">Achievement Orange</span>===
	This paradigm is a meritocracy, the higher your performance, the higher you ascend in the hierarchy. Processes and roles and responsibilities are clearly defined and there is a scientific approach to managing the organisation. Long term strategies are possible and there are significant organisational innovations to enhance performance.		This paradigm is a meritocracy, the higher your performance, the higher you ascend in the hierarchy. Processes and roles and responsibilities are clearly defined and there is a scientific approach to managing the organisation. Long term strategies are possible and there are significant organisational innovations to enhance performance.

Mmusij: /* Conformist Amber */

2018-11-21T04:59:05Z

Conformist Amber

← Older revision		Revision as of 04:59, 21 November 2018
Line 20:		Line 20:
	This culture is impulsive and reactive with little thought given to longer term strategies or goals. The term “wolf pack” with an “alpha wolf” is quoted by Laloux to describe the leadership style in this culture.		This culture is impulsive and reactive with little thought given to longer term strategies or goals. The term “wolf pack” with an “alpha wolf” is quoted by Laloux to describe the leadership style in this culture.

	===Conformist Amber===		===<span style="color:#FFD700">Conformist Amber</span>===
	2-5,000 years ago in the timeline and the hierarchical organisation structure is the innovation that allows large numbers of people to be aligned to a single organisation, allowing large organisations to be created.		2-5,000 years ago in the timeline and the hierarchical organisation structure is the innovation that allows large numbers of people to be aligned to a single organisation, allowing large organisations to be created.

Mmusij: /* Magic Magenta */

2018-11-21T04:58:18Z

Magic Magenta

← Older revision		Revision as of 04:58, 21 November 2018
Line 12:		Line 12:
	100,000 years ago the typical group of people tended to be small family units that worked the land to survive. Any awareness beyond the family unit is limited with a limited organisational culture.		100,000 years ago the typical group of people tended to be small family units that worked the land to survive. Any awareness beyond the family unit is limited with a limited organisational culture.

	===~~Magic~~ <span style="color:#FF00FF">Magenta</span>===		===<span style="color:#FF00FF">Magic Magenta</span>===
	50,000 years ago small groups and tribes are formed with superstition created to explain the unexplainable phenomena around them. The invention of deities and gods helps to align belief structures and provide a sense of order.		50,000 years ago small groups and tribes are formed with superstition created to explain the unexplainable phenomena around them. The invention of deities and gods helps to align belief structures and provide a sense of order.

Mmusij: /* Impulsive Red */

2018-11-21T04:57:57Z

Impulsive Red

← Older revision		Revision as of 04:57, 21 November 2018
Line 15:		Line 15:
	50,000 years ago small groups and tribes are formed with superstition created to explain the unexplainable phenomena around them. The invention of deities and gods helps to align belief structures and provide a sense of order.		50,000 years ago small groups and tribes are formed with superstition created to explain the unexplainable phenomena around them. The invention of deities and gods helps to align belief structures and provide a sense of order.

	===Impulsive Red===		===<span style="color:#FF0000">Impulsive Red</span>===
	The tribes in Magic Magenta begin to form into larger tribes with chieftains and alpha leaders in charge. Status is very sensitive here as the chieftain’s rule can be challenged and ~~dissention~~ is not tolerated.		The tribes in Magic Magenta begin to form into larger tribes with chieftains and alpha leaders in charge. Status is very sensitive here as the chieftain’s rule can be challenged and dissension is not tolerated.

	This culture is impulsive and reactive with little thought given to longer term strategies or goals. The term “wolf pack” with an “alpha wolf” is quoted by Laloux to describe the leadership style in this culture.		This culture is impulsive and reactive with little thought given to longer term strategies or goals. The term “wolf pack” with an “alpha wolf” is quoted by Laloux to describe the leadership style in this culture.

Mmusij: /* Magic Magenta */

2018-11-21T04:57:15Z

Magic Magenta

← Older revision		Revision as of 04:57, 21 November 2018
Line 12:		Line 12:
	100,000 years ago the typical group of people tended to be small family units that worked the land to survive. Any awareness beyond the family unit is limited with a limited organisational culture.		100,000 years ago the typical group of people tended to be small family units that worked the land to survive. Any awareness beyond the family unit is limited with a limited organisational culture.

	===Magic Magenta===		===Magic <span style="color:#FF00FF">Magenta</span>===
	50,000 years ago small groups and tribes are formed with superstition created to explain the unexplainable phenomena around them. The invention of deities and gods helps to align belief structures and provide a sense of order.		50,000 years ago small groups and tribes are formed with superstition created to explain the unexplainable phenomena around them. The invention of deities and gods helps to align belief structures and provide a sense of order.