Louis Bidou

documenting my journey

Hi there! Welcome. I'm Louis. I'm passionate about the complexity of organizations. Currently, I work on those operations and organization development topics with Sketchfab's founders and team to keep it smooth at it grows. My north pole is a strong belief in healthy team structures based on psychological safety, vulnerability and courage as basis for personal development and organizations performance. I do have trust in people.

I started to document parts of my journey here, check the table of content. I don't aim at sharing solutions or advice, but resources I discovered and thoughts I had based on my experience, as perhaps prompts in your own inner and organizational journey.

I don't write that often, so feel free to subscribe to receive new posts once a month. Also, I don't know what brought you here – tell me, always happy to chat and bounce ideas!

Read it in French

We may sometimes feel that our life would be meaningless. Our contribution at work does not seem to change the world ; the private and for-profit company to whom we rent our capacity to work is only interested in selling and maximizing its profit ; our relationships with some of our loved ones are disappointing and seem empty ; the world and ourselves run in autopilot as we all play the life we would like to have, while preventing us to open too widely our eyes to our difficulties and others’: sometimes we forget about them, something we laugh at them, sometimes they make us cry.

We aim at making meaning, at increasing the quality of life, righting a wrong or preventing the end of something good. And sometimes, on top of appearing gigantic, these projects feel entirely in front of us. We would not have started anything yet. We would have been waiting for so long. Our life would have been empty until now, and everything would be yet to complete.

I do not believe so. If we believe in the concept of calling and in the idea that we are here for a reason, we then have received it one way or another when we came here. And more importantly, we have been expressing it since a long time now, maybe without realizing it yet. We would not have been able to prevent us since the day we are born to let it speak. We are shining on the world since this very first day, in our own way.

The example of one of my friends who gave part of his life to a volunteer fire brigade comes to my mind. He also has been feeling that his current life would be meaningless: not helping anyone, with today an impact nowhere near the one he had on others compared to this beautiful moment of his life. I think such a feeling is reductive. This friend has a natural tendency to help, to be present for others to a point that is out of the ordinary. Today, every day, he helps others. He helped me and still does. He helped and helps his family, his colleagues, his loved ones doing little things where he always does this extra mile, this little addition we are not expecting him to do and he is not forced to do. But he always does, as if it was natural to him. I believe his calling is expressed here: to help others a little more than usual, with courage, strength, and respect. And I think it expresses every day, in all the dimensions of his life, today and since we was born – at least I have no doubt since I know him.

Let’s take a moment to observe our trajectory. Let’s project us without anxiety in the different environments we have developed, young, more experienced, with our friends, our family, our communities of colleagues… Let’s project us in these moments when the best of ourselves is alive. How these people surrounding me would describe me? For what would they thank me if I were to disappear tomorrow? Our calm, our capacity to listen and our smile, our strength, our energy and courage, our appreciation for effort and our uprightness, our casualness and our creativity, our empathy, our tendency to amuse and entertain, to reassure, to express compassion, to trust our intuition and the abundance of life…? All we discover here is, I believe, an expression of an energy beyond us that lives through us.

We are not only potentials yet to blossom. We are living expressions, today, every day, of a gift we received. Let’s do this important exercise, let’s connect the dots. It is structuring to realize how and how much we shine on people, to reassure us and give us some confidence, personal courage and strength to continue welcoming the expression of this calling, every single day of our life.

Lire ce post en anglais

Nous pouvons parfois ressentir que notre vie serait vide de sens. Notre contribution au travail ne semble pas changer le monde ; l'entreprise privée lucrative à laquelle nous louons notre force de travail n'est intéressée que par vendre et maximiser son profit ; nos relations avec certains de nos proches nous déçoivent et paraissent creuses ; le monde et nous-même tournons en pilote automatique et courons à jouer à la vie que nous souhaiterions avoir en nous protégeant d'ouvrir trop grand les yeux sur nos difficultés et celles des autres : parfois on les oublie, parfois on en rit, parfois on en pleur.

Nous cherchons à donner à notre vie un sens, à améliorer la qualité de vie de certains, corriger quelque chose qui ne fonctionne pas bien, éviter la disparition de quelque chose de beau. Et parfois, en plus d'être pharamineux, ces chantiers nous paraissent entièrement devant nous. Nous n'aurions rien démarré, rien commencé. Nous serions depuis trop longtemps à l'arrêt. Notre vie aurait été vide jusqu'ici et tout resterait à faire.

Je ne le crois pas. Si nous croyons à la notion de vocation et à l'idée que nous sommes ici pour une raison, alors nous l'avons reçue d'une certaine manière en arrivant ici et l'exprimons depuis bien longtemps, peut-être encore inconsciemment. Nous n'avons pas pu nous empêcher de l'exercer depuis le jour de notre naissance. Nous rayonnons depuis ce jour sur le monde à notre manière.

L'exemple d'un de mes amis ayant donné une partie de sa vie au sein d'une brigade de pompiers me vient à l'esprit. Il a pu lui aussi ressentir que sa vie actuelle n'aurait pas de sens, n'aidant selon lui plus personne, n'ayant plus l'impact qu'il avait sur les autres à ce beau moment de sa vie. Je pense qu'un tel sentiment est réducteur. Cet ami a une tendance naturelle à aider, à être présent pour les autres, et ceci à un niveau hors du commun. Au quotidien, aujourd'hui, il aide les autres. Il m'a aidé et m'aide. Il a aidé et aide sa famille, ses collègues, ses proches, par de petites choses où il fait toujours ce petit plus, ce petit extra sur lequel on ne l'attend pas et qu'il n'est pas obligé de faire. Mais il le fait toujours, comme si cela lui était naturel. Je crois que sa vocation s'exprime ici : aider les autres plus que la moyenne, avec courage, force et respect. Et je pense qu'elle s'exprime au quotidien, peu importe le contexte, aujourd'hui et depuis sa naissance – je n'en ai pour le moins aucun doute depuis que je le connais.

Prenons un moment pour observer notre trajectoire. Projetons-nous sans anxiété dans les différents environnements dans lesquels nous avons évolué, jeune, plus mûr, entre amis, avec notre famille, nos communautés de collègues... Projetons-nous à ces moments où le plus beau de nous-mêmes s'exprime. Comment ces personnes qui nous entoure nous décriraient-elles ? Pour quoi nous remercieraient-elles si nous étions amenés à disparaitre demain ? Notre calme, notre écoute et notre sourire, notre force, notre énergie et notre courage, notre goût de l'effort et notre droiture, notre légèreté et notre créativité, notre empathie, notre facilité à distraire, à rassurer, à exprimer de la compassion, à suivre notre intuition et l'abondance de la vie... ? Tout ce que nous découvrons ici est, je le crois, l’expression d’une énergie qui nous dépasse et agit à travers nous.

Nous ne sommes pas seulement des potentiels à laisser s'exprimer. Nous sommes des expressions vivantes, aujourd'hui, quotidiennement, d'un cadeau reçu. Faisons cet exercice important, connectons les points. Il est structurant de réaliser comment et combien nous rayonnons sur notre entourage, pour nous rassurer et nous donner confiance, courage et force pour continuer à accueillir l'expression de cette vocation chaque jour de notre vie.

During my first months working closely with Sketchfab's co-founders, I sometimes felt unsure about whether or not I needed their approval to do something.

“I think we should do this. But I should discuss it with Alban first, he is the CEO so I probably need his approval. Well, he is traveling this week, so I'd better wait until Monday to share him the context of my recommendation. Actually, maybe I should go ahead and do it: maybe he simply doesn't care and need to be disturbed with that – he already has so much on his plate, and probably hired me to not think about this kind of things anymore. But I'd not like to appear as I'm trying to bypass him, that's not my intention. Arf, what's my room for maneuver here exactly?”

Not easy – especially if you work with people who are very busy or just hands-off, and if you have a lot of freedom in your job, as well as maybe a little bit of an impostor syndrome. When you feel in need of approval, things can get stuck really quickly and prevent you from doing anything meaningful.

But I came to realize that the founders' responsibilities was to provide me with the tools, resources and information to do my job well, not to be a roadblock. Also, I should be trusted to do my job to the best of my abilities.

So now, my trick is to ping them in advance using this formula:

Unless otherwise stated, I “ACTION” + “REASONABLE DELAY”.

“Unless otherwise stated, I will do this tomorrow morning.”

I see several benefits of such a format:

  • It reverses the authorizing step. You don't need one (or worse, several) “yes” anymore, you simply need to hear nothing back
  • Informing them in advance keep things transparent. People will not be able to blame you for a lack of communication
  • It still gives others the opportunity to step in if they don't agree or want to discuss the matter further
  • Often times, people from whom you seek approval don't have all the relevant context to actually wrap their mind around your recommandation, or best case they simply trust you. Now you are basically freeing them from this weird burden of deciding about something they have no idea about, or you are simply honoring the trust they grant you with
  • It feels liberating, and turns the possibly toxic authorizing step into a much healthier, actionable and scalable act of information and advice
  • It is in line with the spirit of starting by doing, especially in an organization where the culture welcomes the idea that it's better to ask for forgiveness than permission

We may have read countless articles about the importance of articulating teams around a purpose, but still find the concept esoteric and hard to scale down and embed in our daily context.

Sam Spurlin from The Ready just put it in a very actionable way in their last newsletter: “If your team doesn’t have a clearly articulated purpose yet, then pull everyone together and talk about how the world will be different if your team is successful.”

“How will the world be different if we are successful?”

In the example of my Operations role at Sketchfab, people will be trusted and supported to do their best work. They will feel safe and free to be brave and express their true-self. We would reach a point where the administration of the organization seems effortless.

I feel it's fair to consider that this statement reflects Sketchfab's Operations team purpose. Also, it honestly felt quite easy to came up with using Sam Spurlin's prompt.

What are the benefits of articulating our purpose upfront and refine it as we learn over time? Because it gives us a powerful tool to:

  1. Communicate to the rest of the organization about the work we are doing
  2. Prioritize decisions
  3. Trust people to take any creative and meaningful action that moves the team or organization closer to its purpose

Source: https://medium.com/the-ready

Even in very innovative companies, it's sometimes hard to apply this pioneering mindset also on organizational topics. I'm amazed by the simplicity and actionability of the concept of “workable solution”, as defined and used in Holacracy's Governance Meeting process.

The goal of this meeting is to optimize the structure of the organization. And the method used to be sure everybody's voice is heard and no one dominate decision-making is the following (pay attention to the Objection Round):

  • Present Proposal — The proposer identifies a tension and presents a proposal
  • Clarifying Questions — Anyone can ask questions to better understand the proposal
  • Reaction Round — Each person reacts to the proposal, and no response or interruption is allowed
  • Amend & Clarify — The proposer can clarify the intent of her proposal, or amend it
  • Objection Round — The facilitator of the meeting asks each participant if they see any reason why adopting this proposal would cause harm or move the organization backwards
  • Integration — Goal is to amend the proposal so that it would not cause any objection, and would still address the proposer’s original tension

What strikes me here is that the goal is not to aim for a perfect and definitive answer, but to find a workable solution on which to iterate quickly. If there is one, it will be adopted: decisions are not postponed because someone thinks more data or analysis could result in a better decision.

“Do we see any reason why adopting this proposal would cause us harm or move us backwards?” That's it.

I see three reasons to aim for workable solutions:

  1. We can't predict the future. Predictions are valuable in complicated situations, but have lost all relevance in a complex world. We waste energy and time producing an illusion of control of the complex systems organizations are by trying to shoot for the best possible decisions.
  2. When decisions are small, we can revise them often, whereas when we invested much efforts in defining “the best” solutions, we become attached and stick to them much longer than needed when things don't turn out as planned.
  3. Change start with changing. Innovating on organizational topics requires as much courage as innovating on a product. We should test and learn our way into next steps rather than falsely believing we can predict and plan our way to innovation. Start by doing.

Sources: https://www.holacracy.org/governance-meetings, http://www.reinventingorganizations.com/

Steve Blank recalls that organizational debt can actually kill a company even quicker than technical debt. Things could turn into a nightmare when the company suddenly grows, if it didn't take some time to think about it in advance. So it's all about understanding how to recognize and “refactor” organizational debt.

He suggested a few things startups could do. I'm completing and presenting them a bit differently here, inspired by a vision of organizations closer to independent living systems than machines, and the OS Canvas from The Ready.

Reviewing how authority is distributed, and how decisions are made ; how data and information moves through the organization and how it is processed ; meetings, rituals and events that bring us together and coordinate action ; all things people, from recruiting to development, motivation and beyond ; the connection between what we think will happen – financial plans, what we'd like to have happened – goals, and how we should deploy resources ; where ideas come from, how do they come to live, and how the product evolves over time ; written policies and anything associated with 'right' and 'good' administration of the organization ; structure and space ; and of course, purpose and values, what's important to us, individuals, and what suggests the organization as an independent living system.

I feel the “don't worry be scrappy” mode of startup founders can be both a threat and a strength when it comes to consciously scaling. A threat as not understanding the importance of these dynamics would be dangerous for the very survival of the organization. And a strength as it can prevent a “predict and control” mindset and machinist worldview, in favor of a more trustful environment, welcoming wholeness and trying to make winning worthwhile.

Sources: https://steveblank.com/2015/05/19/organizational-debt-is-like-technical-debt-but-worse/, https://medium.com/the-ready/the-os-canvas-8253ac249f53

Kathryn Maloney, Partner at The Ready, a consulting firm focused on organization design and transformation recalls that too much time and money is spent considering change versus just doing it .

First, even though they rely on and teach to their clients new meetings and teaming structures, decision tools and communication technologies, they are cautious to keep people from falling into the ideology trap. “Commoditizing any method or practice as a whole system-change ideology (versus a method of intervention) will quickly create limitations on their application in complex, perpetually changing ecosystems.” Instead, we should understand those frameworks as mindset shifts. “They are not destinations and frankly, rarely is there an arrival.” We should be prepared to give up what we know to make room for what we don't yet know, and feel slightly off balance in the process.

And then, it's all about getting into the work quickly. Learning by doing may be disorienting, but it scales much quicker. It's impossible to change without changing, and talking about change is just delaying effort.

Finally, she shares 6 things to keep in mind as we commit to pushing a collective start in this organization design journey (which I prefer to call organization “development” or “listening and emergence” journey as I believe it's all about making room for our organization to self-discover, with us having pretty much nothing to actually “design”):

• Experiencing is believing “Show rather than tell. Just do. People will feel the commitment and it will naturally spread.”

• Don’t wait for permission Even if you don't have full support of the leadership team in place, “declare your independence, step into your personal authority, and show people the way. Make people curious and take notice rather than wait for permission. This is leading.”

• Prepare to lose in order to gain “Resistance is what causes adaptation energy. Lean in and let go.”

• Mind your ego Don't let your ego win and believe you should “drive rather than create space for bigger thinking, deeper connecting, and reflective learning”, that it's dangerous to not know all the possible pitfalls before trying and that you should not show vulnerability.

• Stop planning and start doing “Test and learn your way into next steps rather than falsely believing you can predict and plan your way to innovation. Set a direction, but steer continuously. Think wayfinding over navigating.”

• Be grateful and present “Don’t artificially or passively be grateful. Say thank you. Tell people you love them. Live the moments consciously. It’s contagious.”

“You will need to step in and do work. The choice has to be about braving learning, experiencing yourself differently, and being in the truth of how systems, change, and work actually work — and using whichever tools, practices and methods that enable that. Just start by starting making sure you are doing real work. You’ll know because it feels challenging, personal, enlivening — and yet not ideological. Then, just keep evolving from there.”

Source: https://medium.com/the-ready/dear-beloved-clients-please-start-by-doing-not-thinking-8dff9dd0ac98

Over the past months, I ran into other interesting resources, feeding my journey of unfolding towards a more complex worldview, and its translation in the workplace. I have been naturally keeping track of these readings for a while, but figured it could be smart to share them here as well – as always, for my current and future teammates to better understand what I am going through.

Also running into something helpful? Please let me know!










LEVEL 1 – Excellent reads or guidelines pushing you to dive in more


THE OS CANVAS How to rebuild your organization from the ground up

A BEGINNER'S GUIDE TO ORG DESIGN The 9 words we encounter the most

10 PRINCIPLES OF EMERGENT ORGANIZATIONS Almost all of our work is united by the application of a few key principles. We use these principles as the foundation for talking about the future of organizations and the kinds of mindsets and behaviors that are needed to bring a legacy organization into the 21st century.

LEVEL 2 – Great examples of best practices

HOW TO BUILD HIGH-PERFORMING, SELF-MANAGED TEAMS Building high-performing, self-managed teams requires self-awareness, trust & vulnerability, and cohesion.


HOW TO ELIMINATE ORGANIZATIONAL DEBT The debt that’s crippling your company isn’t on your balance sheet. Here’s what to do about it.


LEVEL 3 – Other good resources worth browsing



LOOMIO Loomio is an app that helps people make decisions together.

SUPERPOWERS Superpowers is a tool to help you and your team learn about your individual superpowers, and how to use them to be at your best.

A couple years ago, I was recommended to take a look at Reinventing Organizations, a fabulous study from Frederic Laloux. I read it when I joined Sketchfab, understood how important it could be in my life, and bought two copies, one for each bookshelf of our two offices. Since then, I had the chance to observe Sketchfab's dynamics and act on its operations and organization design. Along the way, I figured I could leverage more Laloux's takeouts, and that I needed to carefully read it again.

This time around, I was amazed by how strongly it resonated with me, in light of my experience in this 30-people organization, which I like to see as a living system and organizational lab. With now some failures and bright initiatives behind me, and thus a bit more background in organization design than when I joined, as well as probably more personal courage than a few years ago, I'm committed to promoting practices and inspiring a culture that sees the world with more complexity, in the spirit of fostering true fulfilment of my teammates and the whole ecosystem around us.

Thus, I figured sharing a brief summary of Frederic Laloux's study of the different stages of human consciousness, and how it translates into organization models would help my current and next teammates, at Sketchfab or elsewhere, understand and accept there is an evolution in human consciousness, and hopefully plant the seeds to a more complex worldview and profound changes in the way we behave as a living system.

Frederic Laloux introduces that each time we, as a species, changed the way we think, we have come up with more powerful types of organization. And today, many different are coexisting. He describes the process of human evolution through different stages of consciousness, and associates a color to each of them.

Before diving in, some clarifications are needed in order to avoid common misunderstandings: • This discussion of stages and colors is simply a map to better understand the complexity of reality, and doesn't intend to reproduce it in its tiniest details • Later stages of consciousness are not “better” than earlier stages. They simply highlight there are “more complex” ways to deal with the world, and that each stage is more adapted to certain contexts • Human beings can't be reduced to a single stage. At best, a person will “operate from” one type of perspective at a specific moment • Talking about an “Orange organization” for instance doesn't mean that all daily interactions in that group are consistent with this model, or that all the people in it operate from this perspective. Laloux makes it clear that it never happens this way

How the shift from one stage to another happens? On the individual level, facing a life challenge that cannot be resolved from our current worldview seems to be the common way to incorporate a perspective from a later stage, but it can't be forced onto somebody. Also, the stage an organization operates from at a given moment is aligned to the stage through which its leadership tends to see the world, which means that an organization can't evolve beyond its leadership stage of consciousness. A solution is to create environments that promote behaviors inspired by later stages: an organization leadership can create a structure, set of practices and culture that helps its members to adopt behaviors of a more complex paradigm, even if the members themselves have not fully embraced this new model on an individual level. This is the beauty of organizations: they can lift groups of people to achieve outcomes they could not have achieved on their own.

Now let's dive into Frederic Laloux's analysis of human evolution.


Until 50,000 BC, bands were formed of a few dozens people and thus no proper organization model was needed and existed.


Around 15,000 years ago, small family bands shifted to tribes composed of a few hundred people. Cause and effect being poorly understood, the world appeared as magic, and people lived in the present with little capacity to project toward the future.


Current examples are mafia, street gangs and tribal militias.

Around 10,000 years ago, humankind evolved to a point where people ego is fully developed, making role differentiation possible, while orientation remained mostly short-term focused and in the present. People organize as wolf packs, the glue being fear and the continuous exercise of power. No formal hierarchy or job title is required for these impulsive and highly reactive groups striving in chaotic environments, which makes them rarely successful at scaling.


Current example are the Catholic Church, the military, most government agencies and the public school systems.

Around 4,000 BC, humankind disidentified from impulsively satisfying its needs. Cause and effect start to be understood, as well as the past, present and future, making projections possible. Humankind also develops a better awareness of others' feelings and perceptions, changing the Impulsive Red “my way / your way” to “us / them” which leads to design organizations as definitive silos. Authority is no longer based on the powerful personality of the “lead wolf” but tied to roles, in a static and stable worldview of immutable laws where change is seen with suspicion – groups eye each other across silos. To feel safe in a world of causality, linear time and awareness of others', people seek for order, stability and predictability.

The first breakthrough of this paradigm appears with the invention of processes, which enable paste experiences to be repeated, making it easier to take on long term projects. Future is a repetition of the past.

The second is the stability brought through formal titles, rigid hierarchies and organizational charts. Strict pyramids are designed with a cascade of formal reporting, in a context where planning and execution are strictly separated: the thinking happens at the top, the doing at the bottom. Workers are viewed as dishonest, lazy and in need of direction, and individual talent is neither discerned nor developed. The wolf pack turns into an army.

Social stability comes at the price of rigorous processes and wearing a social mask, learning to leave behind our feelings, needs and desires.

Compared to organizations operating from an Impulsive Red model, who are missing formal structures and thus can't scale, people operating from the Conformist Amber perspective internalize group norms, can make projections to the future and take on large long term projects. But change and individual talents are still seen with suspicion.


Current examples are multinational companies and chartered schools.

In the Achievement Orange paradigm, humankind disidentifies from group norms: there is no right or wrong anymore, even though some things work better than others, which makes questioning the authority and status quo possible. Authority is not considered to have the right answer, experts do.

As change is not seen with doubt but now as an opportunity, the first breakthrough of this paradigm is innovation. The pyramid structure still holds, but cross-functional initiatives, experts functions, and internal consultants are introduced to foster internal communication and innovation.

The second is accountability. Organizations operating from an Orange perspective understand the value of leveraging all their brains, and thus aim at giving room to maneuver to larger parts of the organization. Management by objectives is introduced, the top of the pyramid formulating an overall direction and arranging down goals and milestones to reach the desired outcome: to beat competition and achieve profit and growth. Even though freedom is real, leaders in practice fear to give up control, fail to trust, and continue to make top-down decisions that would be better handled by people lower in the hierarchy.

The third is meritocracy. It is a breakthrough in social fairness: people should be positioned in the organization where they can best contribute to the whole. Identity is defined by being seen as competent and successful, prepared for the next promotion.

This worldview is highly materialistic, and individuals should be able to chase their life goals, and the best should make it to the top. People effectively live in the future, filled with things they need to do to reach their goals, but hardly manage to enjoy their new freedom in the present.

But in a model where the organization is seen as a machine – the engineering jargon we still use today reveals how deeply we hold this metaphor (layers, inputs and outputs, moving the needle, scoping problems and scaling solutions, human resources...) – and where dispassionate rationality and absence of emotions is valued, questions of meaning and purpose feel out of place, and organizations can feel lifeless and soulless.


Pluralistic Green sees the “what works and what doesn't” split of Achievement Orange as too simplistic and insists that all perspectives deserve equal respect, and seeks fairness, equality, harmony, community, cooperation and consensus.

The first breakthrough is empowerment. Anyone can now make significant decisions without management approval, which means that top and middle managers are asked to share power, abandon some control, and act as servant leaders.

The second is a values-driven culture and inspirational purpose. While strategy and execution are placed above anything else in organizations operating from the Achievement Orange paradigm, company culture and an inspirational purpose are the keystones of Pluralistic Green organizations. Promoting the values and culture is the CEO main task. The HR director acts as advisor to the CEO, and heads a large team that orchestrates significant investment into employee-centric processes and to guide managers to become servant leaders.

The third breakthrough introduces that there should not be any hierarchy among the stakeholders: investors, customers and suppliers, employees and management, local communities and the society at large as well as the environment have to be equally taken into account in every decision.

The dominant metaphor of the machine is replaced by the family. Relationships are valued above anything else, thus bottom up processes, gathering input from everyone and trying to reach consensus from opposite point of view is promoted. But finding consensus among large groups of people is rare, and almost always leads to endless discussions and the emergence of power games behind the scenes to try to get things moving again.

Even though Pluralistic Green is powerful as a model to take apart and analyze old structures, it is often less effective at formulating practical alternatives.


People shifting to the Evolutionary Teal paradigm can now accept there is an evolution in human consciousness.

This shift happens when we learn to disidentify from our own ego and thus don't let our fears control our life. Fear is replaced by a capacity to trust the abundance of life. Dealing with adversity is thus a lot easier. With the ego under control, we now fear more to not try than to fail. Life if seen as a journey of discovery, and we think there are no mistakes but experiences that drive us to a better understanding of ourselves and the world. We embrace the possibility that we play a part in the problems that occur, and tend to make frequent small adjustments.

Our wisdom goes beyond rationality: we tend to develop a holistic approach to knowing. As we are less attached to outcomes, we more easily deal with the sometimes unpleasant truths of reality. Cognition at this stage taps into a broader range of sources to support decision-making: analytic approaches, emotions, intuition as a muscle that can be trained, as well as reasoning in paradox to find answers in the AND, not in the OR, are all insightful.

We don't base our decisions on external elements (such as a conformity with social norms, success in business, or belonging to a community) but on an inner rightness. We ask ourselves, “Is this in line with who I sense I'm called to become?” We pursue a life well lived, where the ultimate goal is to become the truest expression of ourselves and to be of service to humanity and the world. We see our life as a journey of unfolding toward our true nature: we are not problems waiting to be solved, but potential waiting to blossom.

We strive for wholeness, and can transcend the Achievement Orange judgment and the Pluralistic Green tolerance in our relation to others with non judgment, being able to examine our belief and find it to be superior in truth but yet embrace the other as a human being of equal value. In our relation with life and nature, we tend to pursue a simpler life.

The translation of the Evolutionary Teal model in organizations is striking. Researchers have proven that the higher people have gone on the consciousness stages ladder, the more effective they are. The more complex our perspective and cognition is, the more adequately we can deal with issues we are facing. When trust replaces fear, the relationship to power is fundamentally transformed: there are much more straightforward and easier ways to run an organization. And some are already operating from this Evolutionary Teal paradigm, giving us living examples to duplicate in our own organization.

In the rest of his book, Frederic Laloux studies the structures, practices and culture of organizations currently operating from the Evolutionary Teal paradigm, as well as presents the necessary soil and steps to take in order to start or guide ours. A read full of hope.

Source: http://www.reinventingorganizations.com/