CROING INSIDE: TEAL Organizations
“I believe that the world of the future, if it exists for everyone as I hope, must be much more collaborative and compassionate than this one”
On this occasion Nicolas, the head of Tech & Culture at CROING, tells us about TEAL organizations, what are they? How to become one of them? What is the path that CROING is taking? among other questions.
The commitment to horizontality leads CROING to think of collaboration over competition as a way forward for each of the team members to develop their maximum individual potential and express their opinions freely.
CROING is a creative and digital agency with an innovative mindset, and part of that innovation is to seek and apply improvements not only to the work processes and the pieces that are developed, but also to the human quality and the organization of the agency.
Describe what TEAL organizations are.
The organizations that define themselves under the Teal paradigm are those that know, contemplate and include the previous paradigms, where their advances in chronological order can be summarized in the division of labor and command authority, hierarchies and continuous process improvements , innovation and meritocracy, and where the last of these, green, is compared to the metaphor of the organization as a family, where the interests of all those involved, the culture of the organization and the empowerment of individuals are prevailed and valued. And in the Teal paradigm, it’s decided to go further, and also seek SELF-MANAGEMENT, so that each individual can make decisions freely about their work, FULLNESS, so that each individual can achieve full happiness and self-realization within the organization, and finally, the EVOLUTIONARY PURPOSE, which speaks of constantly asking “what do I want?”
This in turn must be tailored to the collective purpose we are carrying out as a team. All this is said in a very summarized way. What does it mean for you to bet on horizontality as an agency? Complex question that evolves day by day. I consciously say complex instead of complicated, since I learned that complex, unlike complicated, includes variables that make infinite the possible results that we can face. And within which I bet on the group of results that I consider positive, where we all grow as a group, either from the economic or human side. I believe, according to the short experience I have in the matter, that by applying methodologies of this nature, contexts are reached, where an organization becomes really competitive, even if it takes longer to reach it, and when we reach the goal, we reach it to exceed the limits that competitive paradigms offer.
What changes have you noticed since CROING has gradually implemented horizontality as part of the work process?
Ever since the “Teal Proposal” was introduced into CROING, I have noticed that many of the predictions that Laloux (the author of Reinventing Organizations, the book we use as a guide for dealing with change) anticipates have come true. Among them, the resistance at the beginning of the middle and upper management (understanding
as resistance to adaptability), to changes in the delegation of power and democratic decision-making in an organic and fluid way after 5 years of operating with a hierarchical and traditional structure. The acceptance of the entire team to assume responsibilities outside their main area, understanding all the path that a client (or supplier) travels to obtain what they are looking for from CROING, and adding value in moments where it had never been sought before.
And finally, an increase in the quality of relationships between team collaborators, as well as with the closest stakeholders such as suppliers and clients, which has resulted in an increase in productivity in all areas.
What could be the next challenge for CROING and its members in seeking to be a TEAL organization?
We are a very young company, we have 6 years of life as an organization, and almost 2 in this new path that we still call TEAL. For now, the northernmost north that I can visualize is the total open numbers. This means knowing how much you enter for each charge, for each client, knowing how much each colleague and each supplier charges, and understanding the reason for all this. For this, training and talks are required to educate us in such a way that we can make conscious decisions about the organization, understanding what its purpose is and what is the purpose of the individuals who make the organization. Once we are in this place, I believe that we can collectively make intelligent decisions, which take us to new places that lead us to ask ourselves new questions, which take us much further than we are at the moment by answering this interview.
Finally, do you think that this type of organization could be applied in different areas, whether private or public? Why?
I have not had a vivid experience in this regard, but I have read that this new paradigm can be applied to all types of organizations. I also understand societies as a type of organization, so I would like to know a city / town that is organized in some way similar to the TEAL paradigm. It sounds utopian, it sounds unreal, but I think it can exist in a massive way,
since I believe that the world of the future, if it exists for everyone as I hope, must be much more collaborative and compassionate than this one, caring much more for all the actors that are involved and without ruling out any of them. And if we take into account and believe that this can lead different organizations to grow economically in the long term, I believe that we can apply it to the different private and public spheres that the question points to.
If so, if you are reading this, and requesting an extra opinion regarding your project, I would love to participate in it. You can contact me at firstname.lastname@example.org with any questions.
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