Teal and Levels of Work

Followers of this blog know its underpinnings are in research conducted by Dr. Elliott Jaques from 1952 to the time of his death, March 8, 2003. From this period of 50 years, he published 23 books and countless articles under the moniker Requisite Organization related to his research on levels of work.

During that time into present day, there have been numerous trends in management, one specific track I plan to follow through a series of posts, is the interest in what began as Self-Directed Work Groups. The Self Directed Work Group was most notably practiced by Boeing and Motorola in the 1980s and sported the manager-less team governed by group decision making.

More recently, self-directed work groups have emerged under other naming conventions like Holocracy and Teal. Several years ago, I wrote a series in response to Holocratic methods, most notably practiced by Zappos, the shoe company under the direction of Tony Hsieh.

This past week, I was contacted by Bruce Peters, a Teal practitioner, who asked me to take a look at the Teal management approach through the lens of Elliott’s research, hence, this series on Teal and Levels of Work. My immediate response was that Teal probably works just fine, until it doesn’t. When it stops, what is the disconnect? And, how do you get it re-started and back on track. My approach will be to bring insights from levels of work that support various intentions and practices of Teal. We may still stumble across some philosophical disconnects, but let’s cross those roads when we have more context.

The cornerstone of Teal was documented in a book titled Reinventing Organizations by Frederic Laloux. Bruce became friends with Laloux several years ago and has been an ardent supporter of its tenets and practices. Bruce also comes from a longstanding background with Requisite Organization and levels of work, so this should make for an interesting discussion.

To summarize the lens of levels of work, in a paragraph, does a disservice to the profound comprehensive reach of Elliott’s research, AND still, it is important to lay some groundwork to set the context. I believe most would agree, that the purpose for every organization is to fulfill its mission (however defined) and that in doing so, the organization encounters problems that have to be solved and decisions that have to be made. Further, some problems are more complex than others, some decisions more complex than others. To understand levels of work is to embrace these distinctions in complexity, not all problems are created equal.

So, Elliott’s research, his findings, his understanding, embodied in levels of work, is based on problem solving and decision making. If we can understand levels of problem solving and decision making, we now have a basis to explore organizations and how they are structured. Without this understanding, organizations get structured in all kinds of wacky ways, some comical, some powerfully destructive.

Laloux’s book Reinventing Organizations chronicles the cultural shifts of hierarchy across the ages contrasting organizational characteristics with emerging, then mainstream social characteristics. Laloux’s schema is descriptively brilliant, capturing the shift in social milieu in a pattern of color, finally arriving at Teal.

  • Organization Magenta (Magic) – tribal groups where power emerged from magic (nature and spirits) and those perceived closely aligned with magic (sorcerers, shaman) maintained power through fear of retribution from nature and spirits.
  • Organization Red (Impulsive) – magic disappeared, but the fear remained in a dangerous world where connection to an organization meant survival. Power consolidated with those groups (and leaders) with the fortitude of violence to enforce that power. Chiefdoms, proto-empires, street gangs and mafias. Slavery was an acceptable norm, provided safety within the context of violence. Emergence of the alpha wolf.
  • Organization Amber (Conformist) – hunter-gatherers turned to animal domestication and agriculture, allowing for more social stability, emergence of laws. Chiefdoms turned into states and civilization. Personal awareness emerges creating psychological safety in like groups. Like groups established the need for conformity and group norms. Stability provided longer term planning against future uncertainty.
  • Organization Orange (Achievement) – Personal awareness of an individual as part of a group, emerges from underneath the shroud of conformity in the form of individual achievement. Effectiveness, goals and outputs breakout from pre-existing rules. Dominance comes through achievement, reinforcing within norms (slavery is no longer acceptable), the 800 pound gorilla. Nike, Coca-Cola, Walmart consolidate power in an increasingly rigid caste system. Centralized control, economies of scale readily observable. Ambers’ command and control becomes Orange’s predict and control. Individual accountability emerges.
  • Organization Green (Pluralistic) – the Orange machine lives on, yet some organizations sense its unintended consequences relative to emerging social norms. Conscious Capitalism emerges seeking fairness, equality, harmony, community, cooperation and consensus. Green endeavors to break down caste distinctions, social classes, patriarchy. Statistical evidence emerges that Conscious Capitalism outperforms Orange in its own measures. Here are the first protestations against organizational hierarchy.
  • Organization Teal (Evolutionary) – this is where Laloux explains that hierarchy disappears and organizations become self-directed.

With this as a background, I will leave you with this thought – Hierarchy still exists, but not where you may have historically found it. Even Laloux provides a hint, but then moves on, assuming to have dismissed the idea of hierarchy altogether. Yet, if you can postpone your dismissal, you will come to find insights that open doors that seemed shut.

This is likely to be a lively conversation, and I invite comments. If you have never posted before, your comment will be held in a queue (to prevent spam). Once I have weeded out the spam, your comments will post in real time. If you receive this blog by email, you will have to click through to the blog site to see the comment threads. See you online.

2 thoughts on “Teal and Levels of Work

  1. Hayden Smith

    Great post. Thanks for starting this discussion. I met Bruce Peters a few weeks ago and have also been blown away by his insights Beyond Teal.

    At the end of the blog post above it’s mentioned that in Teal, “hierarchy still exists, but not where you may have historically found it.” Being a fan of Laloux’s book and Teal practitioner myself, I see Teal hierarchies in two ways.

    First, there is the hierarchy that connects the varying levels of purpose. For example, the individuals intrinsic purpose, to the teams collective purpose, and perhaps to the organizations externally focused purpose. Purpose is what aligns and connects the work of many unique individuals.

    Second, there is the Teal notion of Self Management. In a self-managed team, the notion of hierarchy seems to lose it’s meaning. Or does it? There is another Teal principle called Wholeness, where individuals are valued for their uniquely valuable contribution, while all people are seen as having equal worth (i.e. nobody has authoritative power over anyone else). That being said, there is nothing wrong with a self-managed team autonomously deciding to implement a hierarchical structure. For example, many Teal companies have “teams of teams” that set the company vision or strategy. In another example, a Teal team may decide to implement decision makers for different types of decisions.

    I’m curious to know, is this the way others see hierarchy in Teal? What else may there be to ground the Teal principles for individuals who are having trouble understanding the world from this advanced perspective?

    Reply
  2. Tom Collins

    Great introduction to the Teal concepts and to Bruce, my friend and mentor for many years!

    Like Hayden, I’m intrigued by your hidden hierarchy tease. Another way of looking at the self-management aspect of a Teal organization might be that everyone on the team has (or can grow) the capacity to lead some part of the team’s goals. I’m thinking of the story I read about in Shawn Achor’s Big Potential that you may be familiar with. He tells how the conductor in the Boston Philharmonic helped the eleventh chair violinist become both a leader and a better musician by seeking her input on how he should conduct a particularly challenging piece — and then adopting her suggestion for the public performance. Leadership can run up, down, and sideways; and should adapt to the changing situation, no?

    Reply

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