11/9/2022 0 Comments Ken wilber icolors green![]() Turquoise dynamically operates with large-scale transformational processes based on a very long-term planetary vision, often focusing on collective emergence and wide sociocultural shifts. In actual Integral Theory and Practice as well as in SDi, turquoise is a stage and level that is even higher and more complex than teal. As I already mentioned, in the Russian edition of Reinventing Organizations by Laloux the term teal was translated with the color biryuzoviy, which actually means turquoise. Teal, not Turquoise: A Case of Creative Misunderstanding in Russiaįirst of all, there is a terminological misunderstanding in the Russian-speaking world regarding “teal organizations” (this is not to say that there are no misunderstandings in the English-speaking world, as, for instance, Jon Freeman’s article “ ‘Reinventing Organisations’ and the Teal impulse” shows). #Ken wilber icolors green series#In fact, everyone who wants to shift towards, say, teal organizations, must catalyze (and undergo) a series of quite complex step-by-step transformations that span many years and literally affect all major areas of life. That’s a grave error that could lead to really devastating consequences. Lay folks think that it is sufficient to make just a one-step transformation-to relinquish old organizational models and undertake a new, “teal” or “turquoise” model of organization. ![]() You see, in most cases lay people are not familiar with either Ken Wilber’s Integral theory or Don Beck’s Spiral Dynamics Integral (SDi)-Laloux’s work is inspired by both frameworks. In order to clarify a bigger vision of what would actually take for an integral or second-tier or teal/turquoise organizations to emerge, I created this diagram (above). There are also undercurrents which potentially may serve as hindrances and obstacles. This trend provides many auspicious opportunities: It inspires new explorations and studies which eventually lead to becoming acquainted with the larger, revolutionary Integral framework. The possibility of “teal organizations” is explored in some other Russian banks and IT organizations (unfortunately, mistakenly translated to in the Russian edition of Laloux’s book as “turquoise organizations”)-gives birth to myriads of dreams and fantasies about what Teal means. Even German Gref, the head of Sberbank (the largest Russian bank system), announced that his organization will attempt to shift towards a “teal” level of organization in its several departments. The hope for a new world has started to glimmer on the horizon, and people feel the wind of change and liberation. They’re tired of the limitations that are inherent in classical hierarchical subdivisions, their low efficiency and effectiveness and incapacity to flexibly adapt to the VUCA world (that is, our world now characterized by volatility, uncertainty, change, ambiguity, fluidity, chaos, instability, and so on). ![]() Hundreds of entrepreneurs and business leaders in various companies-from IT to banks-are seeking new forms of self-organizing. The idea of “teal organizations” described in Frederick Laloux’s book Reinventing Organizations is gaining popularity today both globally and in Russia. ![]()
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