Freedom, equality, fraternity: what are they, "turquoise" companies?
Conscious self-government, creativity, pleasure from work, no hierarchies and chiefs, zero control … Is it not a dream of any employee? If the fashionable "turquoise" control style is so good why it is not common everywhere?
our business, having arisen in the 90s, as a teenager, continues to get involved in fashionable things and tries to the teeth different trends. Consulting agencies offer one after another magic recipes of prosperity, then in Japanese, then on the American management system. And the staff only have time to study new rules of leaning production, they are looking for the whole team of values for which they will now have to live and work.
Recently, many talk about turquoise companies. What it is?
It all started with the idea of spiral dynamics, according to which the development of a person passes several stages (marked with different colors). Such a concept suggested a US psychologist Claire Graves in the middle of the last century, and in 2014, Belgian Frederick Lalu 1 applied it to companies: in development they can pass the way in five colors and get to the highest level – turquoise. On it, business processes are built on the principle of self-organization, are not tied to economic indicators, but on universal goals, and the motivation of employees does not depend on the social package, but on the possibility of self-realization.
This idea fascinated the world. Not left aside and Russia. And now our businessmen rebuild the business in the direction of "turquoise", and all Russia’s employees dream of freedom without chiefs and personal development. How realistic these hopes?
The concept of Lalu defines the seven stages of the development of organizations throughout the history of mankind, today there are five of them. First – impulsive (red). "It is characterized by a directive, authoritarian control style from top to bottom: as I said, do it, – explains the business coach, Coach Anastasia Shememonais. – Everyone has its own zone of responsibility, step left-left is prohibited. Employees are perceived exclusively as cogs as a resource. They are squeezed and thrown as unnecessary. The owner still likes it or not. Employees in such a business model are deeply unhappy, so there is a large teaching frames ".
Second – Conformist Stage (Amber Or Yellow). "An example is an army, built according to certain rules and the letter of the law, continues the coach. – These are stable adjustable hierarchy ".
Third view of companies – Competitive (Orange Stage). "In the conditions of entering the market, when you need to offer your own, different from many other products, you have to stand out something, invent something new. And it is impossible not to endow employees of a certain share of freedom and powers, – emphasizes Anastasia Shememona. – Therefore, they are perceived no longer as cogs, but as carriers of ideas that can be useful to business ".
Here, employees are already beginning to involve in the development of companies, but this is not a top, but only the middle of the spiral.
Paradise of the fifth level
But to expect that the head will look at us as a full-fledged player who has not only duties, but also rights, we can only working in the company that has reached the fourth stage – pluralistic (green). Here we can have our own view on business development, and we will be waiting for the desire to invest in time, competencies and soul. It is here that the need for valuables arises.
"In the green company, the selection of employees will not be held at minimum competencies, as in red, but according to the value scale: our own person is or not," – notes Anastasia Shememona. This is the first "conscious" level of development of the five existing today.
And finally, the upper step – turquoise (the so-called evolutionary) companies. "Internally, it functions as a living organism. Try to say that you have a good thing – a hand or foot, the right ear or left eye, "explains Anastasia Shemonaeva. – There is no vertical hierarchy in it, there is a matrix structure, all business processes are established so that the controller does not need and managers in the generally accepted understanding. If there is a chief, then he is rather an ideologist – the one who inspires, leads the company. And there is not money, but something else ".
Employee of this company will not attract prizes, bonuses – this is a tool, not a goal. He wants to benefit others, society, planet. I want to develop, mastering new skills, and discover yourself. And such companies in Russia are already there, it is enough to score in the search engine browser phrase "List of Turquoise Companies". Many tend to become. But while most our business representatives are in the Red Zone.
Authoritarian management style got modern Russia inherited from the Soviet Union. But in the first quarter of the XXI century, this style seems like atavism even to businessmen. "When the owners notice that their business stares that creative employees do not come to them, they are starting to change culture to become attractive to those who want to work in a new way – notes the business consultant Konstantin Kharsky. – Modern youth just for money is no longer ready to work. They work for interesting tasks, for the Movie ".
They can change the company’s culture. "But only the package is often changing, and the latter remains old," he continues, "the leaders for mad money ordered a consulting company a list of values and offer workers to live on them from tomorrow". Sometimes large-scale polls of all employees are held with an attempt to find out these values. And from Monday begin to implement.
You can raise a sheet with six beautiful smart words in each department, but this company will not become another, the expert is convinced. Value should be one. Sometimes it is already there, just the head and staff do not realize it, but you can help to formulate it.
"I know one regional cleaning company that has become one of the most popular throughout Russia, to derive your value: their work does not require control from the client, after their cleaning there will never be noise under the garbage carpet".
But, alas, employees suitable for this criterion in our big country are not so easy to find. Many still remain with the mentality "Avos Ramatit". And the process of "growing" and awareness in the our business will go, according to the business coach, is still very long.
Despite the objective need for change, not only many employees resist development, but also business owners. "Founders of large corporations say to me:" What self-government organization? I will not be able to control everyone, "says Anastasia Shememona. – But the market capacity is limited. Sooner or later, the market will require a business to give new products, ideas. In the red zone it is impossible. If each company owner and the head attract its energy to personal development, then turquoise organizations in the business will appear more and more ".
"Any typology is only a card by which its author proposes to explore the territory – Konstantin Kharsky is convinced. – But the map is not equal to the territory. We have an inexperienced traction to the Western. Do I need to copy everything? Something we have already passed in the twentieth century with one party who delivered people to higher and lower castes. She had a lot of supporters. And we know which world catastrophe from this happened. ".
Circus and not only!
Business Consultant Konstantin Kharsky divides companies in Russia for three types: "Circus", "Theater" and "Church". All of them are needed by the social system. The type depends on how the leader builds relations within the company.
1. "The circus". The trainer thinks how to give the tigra meat less, but so that he still jumped through the burning hoop. And the tiger is concerned about how to get a piece of meat, but not jump, but better not to go into the arena. Trainers tell each other that somewhere there is such a circus that tigers just jump, and they do not need meat. Tigers pass the story about the circus where you come, you in the morning give a piece of meat, and you already decide, jump or not.
Tigers are not aware that the audience sitting in the hall, who bought tickets and want a spectacle in return. Employees of such companies do not think about customers, the only thing that takes care – salary. Such companies in Russia 90%.
2. "Theatre". The actor knows his place and role, knows that the audience bought tickets and want impressions. The employee takes care of the impression that produces to the client. He swear to this director and theater, which is built on emotions, the main one of which is pride. There you will hear: "We are the largest …", "We are the most eco-friendly …", "We have the most outstanding owner". Who is not proud of it, he leaves.
Employees here care about career to move from "Massing" to the first roles. Such companies in Russia 8%.
3. "Church" – these are the remaining 2%. Some owners understand that companies should have a sense going beyond profit. First they seek meaning for themselves. But they see that people nearby live without meaning – from Monday to Friday, from one advertisement to another, – and begin to be responsible for them. And then the owner decides to build a "church" as part of his company around some global, universal idea.
And if there are 8-10 performances in the repertoire of the "Theater", then on the Church’s poster, it is written: "Saving the soul, around the clock".