Many people sense that the way healthcare is run today has been stretched to the limits. And it’s not just a healthcare problem.
“In survey after survey, business people make it clear that in their view, companies are places of dread and drudgery, not passion or purpose. Further, it applies not to just the powerless at the bottom of the hierarchy. Beyond a façade of success, many top leaders are tired of the power games and infighting; despite their desperately overloaded schedules, they feel a vague sense of emptiness.”
This a quote form The Future of Management is Teal; a fascinating history of the evolution of human organizations from 10,000 years ago to the present day by Frederic Laloux in Strategy+Business.
Laloux illustrates the history of organizations by borrowing philosopher Ken Wilber’s use of colors to “name the successive stages of management.” However, it is Laloux that describes the future in the practices of a few organizations by describing this new style with the color Teal. Teal companies “show us how we can deal with the complexity of our times in wholly new ways, and how work can become a place of personal fulfillment and growth. “
This is a stimulating article to read and prompt you to take a fresh look at your or your company’s current management style. You may find 10,000 year-old tribal management (Red) methods still in use. Or consider your previous job(s); what color can you link each job to? Have you moved from Red to Teal? What style do you prefer? What have been your experiences?
I predict those of you actively doing Adaptive Design will see some “Teal” characteristics. Compare the “key breakthroughs” of Teal management to Ideal Patient Care. We are speaking the same language – move the organization as a whole toward a consistent-meaningful purpose, use your frontline as innovation incubators and cultivate management to be collaborators & guides.
For me, the management style of Teal expresses a more humanistic approach to not only evolving our way to work, but as a way to think. “Already, it’s clear that we can create radically more productive, soulful, and purposeful businesses and nonprofits, schools, and hospitals. We are at an inflection point: a moment in history where it’s time to stop trying to fix the old model and instead make the leap to the next one. It will be better suited to the complexity and challenges of our times, and to the yearning in our hearts.”
What do you think? Together we can discover how to make healthcare an inspiring, successful “place of personal fulfillment and growth” centered on delivering more Ideal Patient Care at continually lower cost. Wouldn’t that be wonderfully colorful?