Evolving Work

Aee8ace6215b362ce4524bfdfc4a718c?s=47 Josh Dzielak
November 23, 2015

Evolving Work

A talk about the competitive advantage of organizational design and why happiness in the workplace matters.

Aee8ace6215b362ce4524bfdfc4a718c?s=128

Josh Dzielak

November 23, 2015
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Transcript

  1. Evolving Work by Josh Dzielak—@dzello

  2. This presentation was created for the students of St. Jean

    de Passy in Paris, France. It was rst presented on November 23, 2015.
  3. None
  4. Work has not always been fun.

  5. ~12,000 B.C.

  6. Hunting

  7. Gathering

  8. Running

  9. ...from bears

  10. Not much variety. Working conditions were not exactly ideal.

  11. Long Hours

  12. Low Pay

  13. Boring Tasks

  14. Evil Bosses

  15. Unsafe Conditions

  16. Ugh.

  17. It's taken centuries, but work has improved signi cantly.

  18. Paychecks

  19. O ces

  20. Bene ts

  21. Technology

  22. Way more fun now.

  23. Of current employees... 88% 66% 50%

  24. 79% of companies say they have a signi cant engagement

    problem.
  25. ...i.e. a signi cant FUN problem

  26. How do we improve this?

  27. "We yearn for more, for radically better ways to be

    in organizations. But is that genuinely possible, or mere wishful thinking? If it turns out that it is possible to create organizations that draw out more of our human potential, then what do such organizations look like?" —Frederic Laloux
  28. None
  29. I'm Josh Dzielak. I like to have fun at work.

  30. That hasn't always been easy.

  31. Age: 15

  32. Fast Food Would you like fries with that?

  33. Fun-o-Meter

  34. Age: 19

  35. Web Developer Why doesn't this work in Internet Explorer?

  36. Fun-o-Meter

  37. Age: 23

  38. Technology Consultant How do we get out of this mess?

  39. Fun-o-Meter

  40. Age: 27

  41. Startup Entrepreneur There's no way this will work.

  42. Fun-o-Meter

  43. Age: 32

  44. Eco-Volunteer Where do I plant the spinach?

  45. Fun-o-Meter

  46. Yes!

  47. "Could we invent a more powerful, more soulful, more meaningful

    way to work together, if only we change our belief system?"
  48. Yes!

  49. None
  50. Reinventing Organizations is a book inspired by the next stage

    of human consciousness
  51. Whoa.

  52. "With every new stage in human consciousness also came a

    breakthrough in our ability to collaborate, bringing about a new organizational model."
  53. As we become more aware, so do our organizations

  54. This happens in stages, and has for millennia.

  55. Stage: Impulsive–Red

  56. Tribal Militias, Street Gangs, Organized Crime

  57. "The world at this stage is seen as a dangerous

    place where one’s needs being met depends on being strong and tough. The currency of the world is power. If I’m more powerful than you, I can demand that my needs are met; if you are more powerful than me, I’ll submit in the hope you will take care of me."
  58. "Each member looks after his own people and keeps them

    in line. Overall, there is no formal hierarchy and there are no job titles." "...the chief of a Red Organization must demonstrate overwhelming power and bend others to his will to stay in position. The minute his power is in doubt, someone else will attempt to topple him."
  59. None
  60. Impulsive–Red Metaphor: Wolfpack Emergence: ~10,000BC Breakthroughs: Divison of labor Command

    authority
  61. Stage: Conformist-Amber

  62. Military, Government Agencies, Religious Institutions

  63. "The advent of Amber Organizations brought about two major breakthroughs:

    organizations can now plan for the medium and long term, and they can create organizational structures that are stable and can scale."
  64. "With processes, critical knowledge no longer depends on a particular

    person; it is embedded in the organization and can be transmitted across generations. Any person can be replaced by another that takes over the same role in the process. Even the chief is replaceable, in an orderly succession, and Amber Organizations can therefore survive for centuries."
  65. Conformist–Amber Metaphor: Army Emergence: ~4,000BC Breakthroughs: Formal roles Stable hierachies

    Repeatable processes
  66. Stage: Achievement-Orange

  67. Global Corporations, Commercial Entities

  68. "Effectiveness replaces morals as a yardstick for decision-making: the better

    I understand the way the world operates, the more I can achieve; the best decision is the one that begets the highest outcome."
  69. "Orange cognition has opened the oodgates of scienti c investigation,

    innovation, and entrepreneurship. In a timeframe of just two centuries— the blink of an eye in the overall history of our species — it has brought us unprecedented levels of prosperity."
  70. But... "One of Orange's shadows is 'innovation gone mad' ...

    much of this economy based on fabricated needs is unsustainable from a nancial and ecological perspective. 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."
  71. Achievement–Orange Metaphor: Machine Emergence: Age of Enlightenment Industrial Revolution Breakthroughs:

    Innovation Accountability Meritocracy
  72. Stage: Pluralistic-Green

  73. Culture-Driven Companies, Volunteering, Non-Pro ts

  74. "In Orange Organizations, strategy and execution are king. In Green

    Organizations, the company culture is paramount." "While Orange is predominant today in business and politics, Green is very present in postmodern academic thinking, in nonpro ts, and among social workers and community activists."
  75. "Pluralistic-Green is highly sensitive to people’s feelings. It insists that

    all perspectives deserve equal respect. It seeks fairness, equality, harmony, community, cooperation, and consensus."
  76. Yet... "Bringing about consensus among large groups of people is

    inherently dif cult. It almost invariably ends up in grueling talk sessions and eventual stalemate."
  77. Pluralistic–Green Metaphor: Family Emergence: Cooperative Movement Early 20th Century Breakthroughs:

    Empowerment Values-driven culture Stakeholder model
  78. Stage: Evolutionary-Teal

  79. The Internet, Global Markets, Progressive Startups

  80. "Evolutionary-Teal turns the page from the rational-reductionist worldview of Orange

    and the post-modern worldview of Green to a holistic approach to knowing." "In Teal, life is seen as a journey of personal and collective unfolding toward our true nature."
  81. "Recognition, success, wealth, and belonging are viewed as pleasurable experiences,

    but also as tempting traps for the ego. In contrast with previous stages, the order is reversed: we do not pursue recognition, success, wealth, and belonging to live a good life. We pursue a life well- lived, and the consequence might just be recognition, success, wealth, and love."
  82. "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."
  83. Evolutionary–Teal Metaphor: Living System Emergence: Now Breakthroughs: Self-management Wholeness Evolutionary

    purpose
  84. Teal In Practice

  85. "What are the necessary conditions for creating a new organization

    with Evolutionary-Teal principles, structure, practices, and culture? Or to transform an existing one?"
  86. Self-Management

  87. I'm not a businessman. I'm a business, man.

  88. "Teal Organizations have found the key to operate effectively, even

    at a large scale, with a system based on peer relationships, without the need for either hierarchy or consensus."
  89. Wholeness

  90. "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 ... Teal Organizations have developed a consistent set of practices that invite us to reclaim our inner wholeness and bring all of who we are to work."
  91. Evolutionary Purpose

  92. "Teal Organizations are seen as having a life and a

    sense of direction of their own. Instead of trying to predict and control the future, members of the organization are invited to listen in and understand what the organization wants to become..."
  93. "Imagine what organizations would be like if we stopped designing

    them like soulless, clunky machines. What could organizations achieve, and what would work feel like, if we treated them like living beings, if we let them be fueled by the evolutionary power of life itself?"
  94. The End

  95. Thank you!

  96. References Laloux, Frederic (2014-02-09) Reinventing Organizations: A Guide to Creating

    Organizations Inspired by the Next Stage of Human Consciousness Frederic Laloux on Soulful Organisations (Youtube) 13 Disturbing Facts About Employee Engagement