DVS: we have to answer the questions:
- what is the maturity stage of our current Global Consciousness / how far are we from the conscious evolution?
- what percentage of participants with what qualities at what locations will be sufficient for the Global Change?
If we pursue evolution of our collective consciousness up to the desired state, what methods should be used to provide enough freedom for each individual in his journey towards the self-awareness as a part of the collective subject? What are the conditions of non-invasive development of the collective consciousness.
Reinventing Organizations: “A Guide
The Role of the Leader and Owners
Laloux argues that there are two conditions which are the only make-or-break factors. No other factors are critical to running organisations for the Evolutionary Teal paradigm.
- The CEO must drive the change. The founder or top leader must have attained and be able to act in a manner consistent with the characteristics of the TEAL developmental stage.
- The owners and Board must believe in the change and support the CEO. The owners of the organisation must understand and endorse the thinking and behaving arising out of the changes that have to be made.
Organisations can never become developed, self-managing and evolutionary organisations unless they meet these two conditions. Laloux describes how an organisation goes back to Orange when the Board is not aligned with an evolutionary CEO. So the key role of a CEO is in holding the space so that teams can self-manage. It means keeping others, like investors, from messing things up which is difficult in a short-term, market-driven economy. Laloux suggests carefully selecting investors or doing without them by financing the growth of the organisation through cash reserves and bank loans, even if it means slower growth.
In most traditional organisations it is the role of the leader to determine the vision and the strategy and then determine executive plans to get there. That way of thinking makes sense if you believe organisations are static, inanimate objects or machines. As Teal Organisations become more decentralised, the ‘top’ leader exerts less and less formal authority in developing strategy and managing its people and operations. However, simultaneously they play a vital, centralised role in ‘holding the space’ to ensure its progressive, decentralised practices do not regress back to a more traditional organisational model. Further, the CEO in all the progressive organisations were visionary leaders and played a key role in setting the vision at the highest level. They held the vision for the whole organisation even though the strategy and operational decisions were made by others.
http://evolutionarycollective.com/conversations/the-development-of-collective-consciousness-subtle-and-causal-levels/
Terri O’Fallon: The Development of Collective Consciousness – Subtle & Causal Levels
In by Patricia AlbereJune 9, 20150 Comments
We know that individuals develop all of their lives. Terri O’Fallon’s current research supports 12 human levels of development. While these levels relate to and are expressed by the individual, there is also a corresponding collective developmental experience and expression. In this conversation, Patricia Albere and Terri O’Fallon, teacher and researcher, will explore the developmental qualities and experiences that arise in the collective realm, and how consciousness iterates from a concrete collective experience, to a subtle collective experience to a causal (very subtle, or “emptiful”) experience.
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Terri O’Fallon is a researcher, teacher, coach, spiritual director and designer of transformative containers. She recently completed research on the Integral StAGES developmental model, verifying three later adult developmental levels.
Terri is a partner of Pacific Integral, which creates transformational programs in Causal Leadership. Terri holds Masters degrees in Special Education, in Spiritual direction and an Integral PhD in Transformative Learning and Change.
https://devops.com/developing-organisations-collective-consciousness/
Developing your organisation’s collective consciousness
By contributor on October 2, 2015 0 Comments
Many organizations across the world are taking a long, hard look at DevOps and wondering how they can start to take advantage of its benefits.
The 2014 State of DevOps report has some pretty compelling facts:
- Companies using DevOps are twice as likely to exceed profitability, market share, and productivity goals
- They will have 50 percent higher market capitalization and growth than rival businesses
DevOps might just be the key to organizational survival in the modern business environment.
Sounds good!
So, where do we start?
Organizations that want to start getting the benefits of DevOps need to recognize their implementation for what it is – organizational change. No, not hard-core bureaucratic change management with millions of forms to fill in, but an initiative that needs to win hearts and minds across the organizational.
Remember – DevOps isn’t just an IT thing, and it isn’t just a business thing. It’s about collaboration, communication and integration right across our organizational.
To be successful with any organizational change, there are a few simple things we need. We need a goal, we need a plan, and we need some enthusiasm. If we can’t get our people enthused and bring them with us, our goal and our plan will not have the momentum they need.
One way to build enthusiasm and a common starting point is through education. It’s really important that every stakeholder understands the goal, the plan, and feels they have the tools, skills and level of empowerment to contribute.
Getting staff the training they need can help build their capabilities and create a common understanding across the organization – a collective consciousness. DevOps is a simple concept, but some of the terminology that comes with it won’t be familiar to everyone. When you start to talk about continuous delivery and continuous deployment, you want to be sure that everyone is on the same page!
DevOps implementations can learn from the way organizations have adopted other frameworks in the past. Common mistakes include a statement of management intent with no plan behind it – saying you’re doing DevOps doesn’t mean you are. Making sure your staff are all speaking a common language can really help to deliver success.
The DevOps Foundation course from the DevOps Institute is a great way to start building that collective consciousness and get your staff involved in your DevOps initiative.
The syllabus has been developed by leaders in the DevOps community and looks at where DevOps has come from, and covers topics including:
- DevOps Culture
- Organizational Considerations
- DevOps Practices (the three ways)
- DevOps and IT Service Management Processes
- Automation Practices and Tool Categories
Once your staff are trained, you can start to have a collective conversation about where you can make improvements in your organization, building on a common foundation.
To get the most from your training, make sure staff know why they are attending the classroom course or taking the e-learning, and then have a plan to build on what they’ve learnt when they are finished.
Read more about DevOps courses and find training providers here: http://devopsinstitute.com/doi-reps/
About the Author/Claire Agutter
Claire Agutter is the lead trainer for ITSM Zone, global e-learning providers for IT management professionals. Claire has more than 15 years of IT management experience and loves anything that helps the business and IT work together to create value.
ITSM Zone are the DevOps Institute’s exclusive e-learning partner.
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