REINVENTING ORGANIZATIONS MAP
Map to the NEXT level
What would it mean for you to have the map that shows the path to the NEXT level where your current challenges are effortlessly resolved or become irrelevant?
Effortless Growth
Can you imagine how would it feel to experience effortless growth in your organization based on focusing on the right things at the right time?
Transcend your challenges
Would you like to know the most important areas that are holding back the growth of your organization and how to transcend them?
Build on your strengths
Would you like to know about your hidden treasures, your strenghts that can accelerate growth and push you into the future?
The MAP that represents the consciousness level of an organization
and shows the strengths and areas with most growth potential
WE CAN HELP!
If any of these goals or challenges describe you or your situation contact us!
The Reinventing Organizations Map with Szabolcs’ comprehensive assessment helped me to see which areas require more attention in our organization. Our own intuition about what we need to focus on were validated by the results and we have received valuable suggestions how to tackle each field.Beside these we have received input about where each interviewed member of our staff are on their “path to Teal”. The quotes – even though anonymous – tell amazing stories about the members of our teams, the organization, and even about our leaders.
Assessment
In-person conversations with the CEO and several employees of the organization from all levels; leadership, management, engineering, administrationIn-person observation of meetings where team dynamic and behaviour is assessed
Note: It is possible to carry out the assessment over Skype as well, however in-person interviews and observations guarantee more accurate result.
Result
The Reinventing Organizations MAP;including the CEO, the trimmed average, lowest and highest values
A document explaining the findings especially about strenghts and challenges
Recommendations for reorganization models that can take the business to the next level where it is able to deal with much higher complexity and the current challenges become irrelevant or effortlessly resolved
Benefits
Awareness about the overall integrity of consciousness levels in the organizationAwareness about the most important areas that are not congruent with the most common organization consciousness level
Awareness about the lack of integration of consciousness levels in certain areas that can cause seemingly unconnected issues
Ability to focus on areas that need immediate attention
The most important benefit of all is that C-level leadership is able to
make informed decision by listening to the organization itself
Download the map and the sample assesment document as our gift to you!
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With the guidance of Szabolcs we have had a bird view look on our successes and our shortcomings in organic development of our organization, beside that we have received guidelines specific to our copmpany regarding the next steps. The collaboration transpired the widening of our perspective and led to a more conscious use of our existing toolkit. I highly recommend Szabolcs as navigator to every leader who would like to move beyond the “organization as a machine” or “organization as a family” paradigms.
Available languages
Reinventing Organizations Frederic Laloux Pdf Sample
- English
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More are coming soon…
The Reinventing Organizations Map is based on Frederic Laloux’s Reinventing Organizations book, however it is looking beyond the breakthroughs mentioned in the study. It is built upon the decades of research from Integral Theory and Spiral Dynamics to give a complete overview of the consciousness level of the company.Since 2014 the Circle43 group has done several case studies on organizations to assess the 20 development lines in the 4 quadrants, like decision making, leadership style, that can help the leaders see where the company must re-organize to reach more congruent, healthy integration level.
Our ultimate purpose is to help organization move toward and reach the Teal consciounness level in an integrated way. This can be achieved best by meeting the organziation where it is and helping it to strengthen the integrity level of itself and create hunger for more.
Most books on organizations are written for people hoping to find the secret key to gaining market share, beating competition and increasing profits. They offer advice on how to better play the game of success within the current management paradigm.
“Reinventing Organizations” comes from a different place. It is written for people (founders of organizations, leaders, coaches, and advisors) who sense that something is broken in the way we run organizations today and who feel deeply that more must be possible… but wonder how to do it.
Frederic Laloux
Ken Wilber’s AQAL, pronounced “ah-qwul”, is the basic framework of Integral Theory. It suggests that all human knowledge and experience can be placed in a four-quadrant grid, along the axes of “interior-exterior” and “individual-collective”. According to Wilber, it is one of the most comprehensive approaches to reality, a metatheory that attempts to explain how academic disciplines and every form of knowledge and experience fit together coherently.
Wilber, Ken. “AQAL Glossary,” “Introduction to Integral Theory and Practice: IOS Basic and the AQAL Map,” Vol. 1, No. 3. Retrieved on Jan. 7, 2010.
CONTRIBUTORS
If you are interested in learning how to do the assessment or would like to translate it to other languages contact us by joining the Reinventing Organization Map community Facebook group, we are eager to extend our team.
Szabolcs Emich
Agile coach, trainer
My purpose is to help organizations in cultural transformation. See myself as a change agent who helps companies to become more human, more conscious, more efficient and more connected to the real world. Karoly Molnar
OD Consultant, Teal Coach, Trainer, Facilitator
My mission is to help organizations safely go through meaningful transformative reorganization that leads to energy rich, alive work environments by empowering people to live to their fullest potential. Miklós Vitai
Coach, Trainer
I pursuit profound understanding of consciousness and evolution to support individuals and organizations to move to the stream of constant learning and development. Reinventing Organizations By Frederic Laloux
Tamás Buga
Trainer
My vision is to transform workplaces into soulful, inspiring environments, to real communities, which can support the personal development of their employees, and the transformation of our word, to become a better place to live. György Dragics
Organization Development Consultant, Trainer, Coach
I support people and organizations in their transformation journeys with the purpose to establish a more humane, and high performing work environments. I believe that the success of an intervention depends on the interior condition we operate from, hence the essence of my work is to uncover the blind spots we operate from. Ákos Kőrösi
Entrepeneur, Coach, Trainer
I coach leaders, organizations and civil communities toward establishing environments where diverse groups can work freely for a common goal. Peter Kemény
Trainer, Integral coach and facilitator
I am committed to creating alive teal workplaces. My purpose is to support the integration of self-awareness and consciousness practices deeply into society. Tamás Zombori
Coach
I am excited to join Atlas as a coach to help transform how people build self-awareness, learn their core strengths and how they find fulfilment in their lives & careers. Rate this book
Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousnessby2,750 ratings, 4.31 average rating, 279 reviews
Reinventing Organizations Quotes Showing 1-30 of 124
“We have reached a stage where we often pursue growth for growth’s sake, a condition that in medical terminology would simply be called cancer.”
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“The most exciting breakthroughs of the twenty-first century will not occur because of technology, but because of an expanding concept of what it means to be human. John Naisbitt”
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“In a forest, there is no master tree that plans and dictates change when rain fails to fall or when the spring comes early. The whole ecosystem reacts creatively, in the moment.”
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“Einstein once famously said that problems couldn’t be solved with the same level of consciousness that created them in the first place.”
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“When trust is extended, it breeds responsibility in return. Emulation and peer pressure regulates the system better than hierarchy ever could.”
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“Extraordinary things begin to happen when we dare to bring all of who we are to work.”
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“we often speak about “work-life balance”?a notion that shows how little life is left in work”
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“profit is like the air we breathe. We need air to live, but we don’t live to breathe.”
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“as human beings, we are not problems waiting to be solved, but potential waiting to unfold.”
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“You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete. Richard Buckminster Fuller”
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“The ultimate goal in life is not to be successful or loved, but to become the truest expression of ourselves, to live into authentic selfhood, to honor our birthright gifts and callings, and be of service to humanity and our world.”
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“Could we invent a more powerful, more soulful, more meaningful way to work together, if only we change our belief system?”
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“Life, in all its evolutionary wisdom, manages ecosystems of unfathomable beauty, ever evolving toward more wholeness, complexity, and consciousness.”
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“Almost 20 years ago, Margaret J. Wheatley and Myron Kellner-Rogers began A Simpler Way, a prophetic book about what organizations could be, with these words: There is a simpler way to organize human endeavor. It requires a new way of being in the world. It requires being in the world without fear. Being in the world with play and creativity. Seeking after what’s possible. Being willing to learn and be surprised. The simpler way to organize human endeavor requires a belief that the world is inherently orderly. The world seeks organization. It does not need us humans to organize it. This simpler way summons forth what is best about us. It asks us to understand human nature differently, more optimistically. It identifies us as creative. It acknowledges that we seek after meaning. It asks us to be less serious, yet more purposeful, about our work and our lives. It does not separate play from the nature of being. … The world we had been taught to see was alien to our humanness. We were taught to see the world as a great machine. But then we could find nothing human in it. Our thinking grew even stranger—we turned this world-image back on ourselves and believed that we too were machines. Because we could not find ourselves in the machine world we had created in thought, we experienced the world as foreign and fearsome. … Fear led to control. We wanted to harness and control everything. We tried, but it did not stop the fear. Mistakes threatened us; failed plans ruined us; relentless mechanistic forces demanded absolute submission. There was little room for human concerns. But the world is not a machine. It is alive, filled with life and the history of life. … Life cannot be eradicated from the world, even though our metaphors have tried. … If we can be in the world in the fullness of our humanity, what are we capable of? If we are free to play, to experiment and discover, if we are free to fail, what might we create? What could we accomplish if we stopped trying to structure the world into existence? What could we accomplish if we worked with life’s natural tendency to organize? Who could we be if we found a simpler way?143”
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“an organization cannot evolve beyond its leadership’s stage of development.”
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“Taming the fears of the ego Each shift occurs when we are able to reach a higher vantage point from which we see the world in broader perspective. Like a fish that can see water for the first time when it jumps above the surface, gaining a new perspective requires that we disidentify from something we were previously engulfed”
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“With Teal, serving the purpose becomes more important than serving the organization, opening up new possibilities for collaboration across organizational boundaries.”
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“the metaphor of the machine indicates that these organizations, however much they brim with activity, can still feel lifeless and soulless.”
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“Consensus comes with another flaw. It dilutes responsibility.”
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“think like farmers: look 20 years ahead, and plan only for the next day.”
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“The shift to Evolutionary-Teal happens when we learn to disidentify from our own ego. By looking at our ego from a distance, we can suddenly see how its fears, ambitions, and desires often run our life. We can learn to minimize our need to control, to look good, to fit in. We are no longer fused with our ego, and we don’t let its fears reflexively control our lives. In the process, we make room to listen to the wisdom of other, deeper parts of ourselves. What replaces fear? A capacity to trust the abundance of life. All wisdom traditions posit the profound truth that there are two fundamental ways to live life: from fear and scarcity or from trust and abundance. In Evolutionary-Teal, we cross the chasm and learn to decrease our need to control people and events. We come to believe that even if something unexpected happens or if we make mistakes, things will turn out all right, and when they don’t, life will have given us an opportunity to learn and grow.”
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“SELF-MANAGEMENT Trust We relate to one another with an assumption of positive intent. Until we are proven wrong, trusting co-workers is our default means of engagement. Freedom and accountability are two sides of the same coin. Information and decision-making All business information is open to all. Every one of us is able to handle difficult and sensitive news. We believe in collective intelligence. Nobody is as smart as everybody. Therefore all decisions will be made with the advice process. Responsibility and accountability We each have full responsibility for the organization. If we sense that something needs to happen, we have a duty to address it. It’s not acceptable to limit our concern to the remit of our roles. Everyone must be comfortable with holding others accountable to their commitments through feedback and respectful confrontation. WHOLENESS Equal worth We are all of fundamental equal worth. At the same time, our community will be richest if we let all members contribute in their distinctive way, appreciating the differences in roles, education, backgrounds, interests, skills, characters, points of view, and so on. Safe and caring workplace Any situation can be approached from fear and separation, or from love and connection. We choose love and connection. We strive to create emotionally and spiritually safe environments, where each of us can behave authentically. We honor the moods of … [love, care, recognition, gratitude, curiosity, fun, playfulness …]. We are comfortable with vocabulary like care, love, service, purpose, soul … in the workplace. Overcoming separation We aim to have a workplace where we can honor all parts of us: the cognitive, physical, emotional, and spiritual; the rational and the intuitive; the feminine and the masculine. We recognize that we are all deeply interconnected, part of a bigger whole that includes nature and all forms of life. Learning Every problem is an invitation to learn and grow. We will always be learners. We have never arrived. Failure is always a possibility if we strive boldly for our purpose. We discuss our failures openly and learn from them. Hiding or neglecting to learn from failure is unacceptable. Feedback and respectful confrontation are gifts we share to help one another grow. We focus on strengths more than weaknesses, on opportunities more than problems. Relationships and conflict It’s impossible to change other people. We can only change ourselves. We take ownership for our thoughts, beliefs, words, and actions. We don’t spread rumors. We don’t talk behind someone’s back. We resolve disagreements one-on-one and don’t drag other people into the problem. We don’t blame problems on others. When we feel like blaming, we take it as an invitation to reflect on how we might be part of the problem (and the solution). PURPOSE Collective purpose We view the organization as having a soul and purpose of its own. We try to listen in to where the organization wants to go and beware of forcing a direction onto it. Individual purpose We have a duty to ourselves and to the organization to inquire into our personal sense of calling to see if and how it resonates with the organization’s purpose. We try to imbue our roles with our souls, not our egos. Planning the future Trying to predict and control the future is futile. We make forecasts only when a specific decision requires us to do so. Everything will unfold with more grace if we stop trying to control and instead choose to simply sense and respond. Profit In the long run, there are no trade-offs between purpose and profits. If we focus on purpose, profits will follow.”
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“Can we create soulful workplaces—schools, hospitals, businesses, and nonprofits—where our talents can blossom and our callings can be honored?”
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“Self-organization is not a startling new feature of the world. It is the way the world has created itself for billions of years.”
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“Traditional hierarchies and their plethora of built-in control systems are, at their core, formidable machines that breed fear and distrust.”
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“Ultimately, both parties are trying to answer one simple, fundamental question: Do we sense that we are meant to journey together?”
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“All wisdom traditions posit the profound truth that there are two fundamental ways to live life: from fear and scarcity or from trust and abundance.”
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“Can a middle manager put Teal practices in place for the department he is responsible for?”
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“One day, I met a new patient who had been previously diagnosed with severe psychosis. The 55-year-old woman was suffering from depression and anxiety. She had never worked in her life and for a long time had been too anxious to leave home. In the discussion, I had a hunch. The woman might well be psychotic, but she seemed to have extraordinary intuitive powers. Could it be that she was anxious because she was overwhelmed by these powers and didn’t know what to do with them? My hunch was confirmed at the end of the session. I was pregnant at the time, and the woman suddenly told me, out of the blue, “What a beautiful boy! What a pity he hasn’t yet turned to be head-first.” She was right on both counts, but how could she know? I recommended to her that she learn to master her psychic powers. She registered in a course with a renowned teacher. We helped her with her depression in the hospital, but the training proved the key to her healing. Today she is transformed. She has a thriving practice where she offers her talents to the world. What used to cripple her with anxiousness now provides her with meaning and income.81”
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“When organizations are built not on implicit mechanisms of fear but on structures and practices that breed trust and responsibility, extraordinary and unexpected things start to happen.”
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All Quotes
Quotes By Frederic Laloux
Quotes By Frederic Laloux
Organizations in History
Through the centuries, organizations have made major contributions to humanity’s betterment, including extending life spans, eliminating deadly diseases, making education available, and developing remarkable products and services that improve life and make it more enjoyable. Now organizations dominate the way human society is structured.
Organizational models and human consciousness evolved over time in seven stages: Autopano giga 4.4 1 keygen.
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- “Reactive-Infrared Paradigm” – This represents humanity’s earliest stage, dating back to 100,000 to 50,000 BC, when people banded together in small family groups.
- “Magic-Magenta Paradigm” – About 15,000 years ago, people assembled into tribes of about 200 people each. To make sense of the world, they engaged in rituals and followed the leadership of shamans and elders.
- “Impulsive-Red Paradigm” – Around 10,000 years ago, “chiefdoms and proto-empires” formed “Red Organizations” in the form of marauding armies. Today’s Red Organizations are “street gangs and mafias.” They stay relatively small, and their leaders exert fearsome authority..
Category:Business, Finance & Law The author of the book:Frederic Laloux Format files: PDF, EPUB, TXT, DOCX The size of the: 278 KB Language: English ISBN-13: 9782960133509 Edition: Laoux (Frederic) Date of issue: 20 February 2014 |
Description of the book 'Reinventing Organizations':
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 PDF 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 ePub 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 PDF.' 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 ePub this work a joyful handbook, full of insights, examples, and inspiring stories.Reviews of the Reinventing Organizations
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