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1. You can find below the Reinventing Organizations Map in different languages that you can download and use free of charge since the map is released under Creative Commons BY-SA license.
2. You can read more about how to use the Reinventing Organizations map and if you are interested you can download our sample assessment documents below.
3. Once you are familiar with the Reinventing Organizations Map you can read about the Atlas Platform that is a tool to help people work with the Reinventing Organizations Map.
4. Try out Teal Compass’ hundreds of coaching questions that can be used to inspire self-organized change, or gather feedback for decision makers to facilitate organizational change.
Reinventing Organizations Maps
- Due to its unique profile, the organisation has a distinctive and well-defined vision which serves long-term and stable employment for its staff.
- The firm is still trying to overcome the anxiety and slight PTSD caused by the frequent CEO changes in the previous years.
- The new CEO has begun a more transparent internal communication strategy creating a more secure environment for the employees. Nevertheless, the organisation is still to be regarded as neurotic.
- The organisation itself is in the transitional phase between the Conformist and Achievement modes of operation (more details in Chapter 2.3.1). Due to this situation, large internal tensions have emerged in many cases. Many colleagues hold on to security, while many others are willing to take more responsibility and make more decisions.
- There are fundamentally different management styles in the firm: there is no shared management culture. This has led to difficulties in the day-to-day operations of the teams and the whole organisation.
- In spite of the improvements in internal communication, there is still some room for more dialogue and more open communication in the following areas: organisation and business decisions, products and payroll.
- Onboarding and personal learning and development processes would also require more attention, awareness and strategic planning.
BestOrg’s number one strength is their employees who are exceptionally mature and have been carrying the organization on their back while the company is lagging behind with putting in place the necessary building blocks to support its growth. This isn’t rare, especially in organization that have gone through rapid growth, like BestOrg did during the last years.
Currently the orange paradigm is the strongest in the organization, however it hasn’t been completely integrated and several important elements are missing. Both leadership and employees have a strong need and tendency toward green. The leaders would like to involve and empower people which is welcomed by the employees, however the notion is challenged without important breakthroughs on previous levels.
The most oppressed level is Amber. The long term perspective is missing (amber breakthrough) which needs to be evolved in later stages to vision and purpose. There are some concurrent vision streams that leads to doubtfulness in decision making and in alignment of resources. The compensation system is also lacking basic structures and people do not understand how they can get ahead in their career and salary.
The orange level consciousness is missing the factual data about the health of teams, their efficiency and quality of the accountability. Without a well implemented metrics system the often changing feelings and perceptions are leading the way and is hard for people to align with the goals. If the focus change to evolve these missing breakthroughs, the Green wellbeing will expand its roots and began to flourish.