In Part I of this two-part series , we explored Frederic Laloux’s color-coded typology of organizational evolution, and I left you with this question: What color is your organization?
"Unless someone's in charge..." Hmm. Perhaps in Teal organizations the Vision or Ideal is in charge. If the Purpose, Goal, Ideal, or Vision is strong enough, I imagine that serves as a leader. How do they keep this lattice idea going at Gore? There must be some kind of training- someone has to be "in charge" of that, right? Are there layers of mentorship where some equals are greater than others?
In a peer-to-peer network, everyone is a leader because leadership in a network is not a function of position but rather of contribution. There really are no "in charge" people in networks. If a project calls for a leader for a particular activity, the team will select the leader who serves in that role as long as needed. Because this organizational model is radically different from the top-down hierarchy, when someone joins Gore as a new associate, a veteran associate will volunteer to serve as a mentor for the new associate for about 90 days to acquaint the new person with how things are done and to help the new recruit find a project to join because at Gore all work is accepted rather than assigned.
"Unless someone's in charge..." Hmm. Perhaps in Teal organizations the Vision or Ideal is in charge. If the Purpose, Goal, Ideal, or Vision is strong enough, I imagine that serves as a leader. How do they keep this lattice idea going at Gore? There must be some kind of training- someone has to be "in charge" of that, right? Are there layers of mentorship where some equals are greater than others?
In a peer-to-peer network, everyone is a leader because leadership in a network is not a function of position but rather of contribution. There really are no "in charge" people in networks. If a project calls for a leader for a particular activity, the team will select the leader who serves in that role as long as needed. Because this organizational model is radically different from the top-down hierarchy, when someone joins Gore as a new associate, a veteran associate will volunteer to serve as a mentor for the new associate for about 90 days to acquaint the new person with how things are done and to help the new recruit find a project to join because at Gore all work is accepted rather than assigned.