Paradigm

This feature only applies to episodes with transcripts, which is a small number at this time.

Margaret Wheatley on leadership and Warriors for the Human Spirit

...isational evidence. And my belief, which is quite naive, was that, people will just greet it with open arms and be very thankful for it. Because the paradigm of the new science of self-organising systems, which is another way of understanding self-managing systems - you can organise and get order without c...more
...mportant things to talk about. And I'll get to that in a moment. But my belief was, all you had to do was present the evidence and this exciting new paradigm which promised increased levels of creativity, increased levels of wonder, which is a very important component as we do our work as we live our lives...more
...gence and standardised processes - you have to take a stand. So it's a different level - it was much more fun to present the choice as choosing a new paradigm of leadership which would give great results and engage people to now, the choices, how are we going to stand up against these times? So I just want ...more
...Lisa Gill: Yeah, I really like in one of your books, you talk about paradigm blindness. And I think that's so powerful. So I guess a follow up question is how then do you wake people up to, you know, that we're in this paradig...more
...aradigm blindness. And I think that's so powerful. So I guess a follow up question is how then do you wake people up to, you know, that we're in this paradigm and to the possibility of choice? Margaret Wheatley: Yeah, I think I changed my focus from paradigm blindness to understanding - and this is a fun, I...more
...u wake people up to, you know, that we're in this paradigm and to the possibility of choice? Margaret Wheatley: Yeah, I think I changed my focus from paradigm blindness to understanding - and this is a fun, I'm glad you asked this question early on - this is a fundamental shift. I used to think you could wa...more
...this is a fun, I'm glad you asked this question early on - this is a fundamental shift. I used to think you could wake people up by introducing a new paradigm. I now know that is not true. There are many other influences and forces and dynamics at play. So even though people may be intrigued by a new paradi...more
...radigm. I now know that is not true. There are many other influences and forces and dynamics at play. So even though people may be intrigued by a new paradigm - a new way of being, a new way of thinking - they might be intrigued by order without control as a basic opportunity, but they're in these organisat...more
...even if they recognise this is devastating - it's life destroying in most organisations these days, even if they recognise the possibility that a new paradigm presents, they most often cannot change, except by leaving. And of course, that is a trend that has been a trend for decades in this country, where w...more
...rs. In this country, in the US, 65% of doctors don't want to be doctors any longer. So we've crushed these professions by this economic greed-infused paradigm. And it is really destroying leaders as well as all possibilities. So I'm not interested in - I no longer hold the possibility that we can create ch...more

Edwin Jansen on how people adopt self-management at Fitzii
...yone, had read Laloux's book and were quite inspired by that and we had seen the challenges or the limitations, I like to say, of the 'Green, Orange' paradigm. And after reading the Laloux's book we realised these are the limitations of the paradigm - if we shift the paradigm those limitations can be gone. ...more
... or the limitations, I like to say, of the 'Green, Orange' paradigm. And after reading the Laloux's book we realised these are the limitations of the paradigm - if we shift the paradigm those limitations can be gone. And so we started off saying, "What are all of the processes that require a manager?" So at...more
... to say, of the 'Green, Orange' paradigm. And after reading the Laloux's book we realised these are the limitations of the paradigm - if we shift the paradigm those limitations can be gone. And so we started off saying, "What are all of the processes that require a manager?" So at the time, it was myself an...more
...th a number of frameworks for adult development theory. The first stage we call the 'Head' stage - that's the intellectual understanding of the Teal paradigm, and how it is different from Orange and Green. And, this is what you say, "is like drinking the Kool Aid". So someone learns about it, understands i...more
...d recently, in the last six months or so we've updated our hiring process and that now includes a bunch of core reading and understanding of the Teal paradigm. And then we do what we call 'A Teal Fit Interview' where we have multiple people and we spend a couple of hours with this individual, and we need to...more
... have multiple people and we spend a couple of hours with this individual, and we need to make sure first of all, that they truly understand the Teal paradigm and that they want it. And then we start getting into the stage two - the Heart stage: are they ready for this kind of emotional turmoil that Teal in...more
... have had a couple of people who didn't get through that phase but the vast majority have gotten through it and are thriving and absolutely love this paradigm....more
...lised some of the limitations or the tensions you were experiencing as a company were kind of Green or Orange limitations that were dependent on that paradigm. What have been the biggest benefits for Fitzii in becoming a Teal organisation? Edwin Jansen: Yeah well, it's interesting. So before I came and help...more
...ns when you can harness collective intelligence. I really feel like the company is thriving in a way that it could never thrive in an Orange or Green paradigm - there would be too many limitations. So yeah, I started by drinking the Kool-Aid and now I want to serve it to as many companies as I can. But we ...more

Peter Koenig on source, money and consciousness
... that the source plays, I think it can conjure up images again of the kind of charismatic leader or the sort of heroic leader, which is a sort of old paradigm now, a bit out of date I think. And actually, what Tom said is that it's more of a vulnerable visionary, that there is a lot of humility in the role ...more
...ou voluntarily want to support me in realising that vision, great." Now we have two adults willingly working together on this thing, which is a total paradigm shift in my opinion. Peter Koenig: Yes. I totally agree. Totally agree because this kind of collaboration, once again, one we haven't learned, we hav...more
...e. Totally agree because this kind of collaboration, once again, one we haven't learned, we haven't been educated in, in, let's say, the conventional paradigm of our education. What we've learnt in terms of collaboration is like on a production line. You get a half-produced product, or a quarter-produced pr...more
...escriptions, who actually do need to be told precisely what to do it and when to do it, and so forth. So I love what you're saying. Exactly. It is a paradigm shift and it needs to be, in a sense, this is what we're doing with the source work, we're in training, that we're helping this form of collaboration...more
... you're describing it. That's the paradox we're in here, and you can only really understand it through having the consciousness that understands this paradigm shift....more
...gnising our agency and that we have a choice always. And I think it plays into - I have a lot of conversations on this podcast with people about this paradigm shift from parent-child dynamics in organisations to more adult to adult, and part of that is not just a 'top-down' transformation, but also a 'botto...more
...ising, in the sense that we come to a mystical beliefs now. Do you believe in God? Don't you believe in God? Is it secular? Do you believe in secular paradigm or a mystical paradigm? So, if you believe in God, then you could believe it's self-organising, I think. Because God has impregnated your idea, and t...more
...t we come to a mystical beliefs now. Do you believe in God? Don't you believe in God? Is it secular? Do you believe in secular paradigm or a mystical paradigm? So, if you believe in God, then you could believe it's self-organising, I think. Because God has impregnated your idea, and the whole thing is, you ...more

Pasteur Byabeza on transitioning to self-management at Davis College

...ere conducted, to gauge faculty levels of stress. So this is what sparked the need or the desire to make some kind of radical shift in our management paradigm. From there, we did many training sessions with expert practitioners, and we researched a lot on many other companies and organisations that are alre...more
... rooted into our culture. And I believe, when you mentioned things like united teamwork, solidarity, they work a lot in favour of the self management paradigm....more
...e we have one more step. I think the future is going to be bright. It's really promising. We have already seen signs that this revolution, within our paradigm, is going to bring about more good than harm. We've already seen signs, so I can really confidently believe that the future is going to be brighter t...more
...institutional institutions are going to learn from us. Who knows? Or maybe we're going to - I would say - revolutionise the entire African managerial paradigm - who knows. Yes, we just need to be patient. And yes, hopefully the future is going to be brighter than it has been....more
...Lisa Gill: You mentioned that there have been signs already that the future is going to be bright, that the paradigm is shifting. Can you just share something about some examples of those signs? Pasteur Byabeza: Yes, I would say that people are more content - I see ...more
...eason. It's very important to have enough reasons to make the shift. So if you believe you have enough reasons to make the shift from this management paradigm to the other, please go ahead and do it....more

Jos de Blok on Buurtzorg and the virtues of humanising, not protocolising

...like that. So do you think it's enough to create the environment? Or do you think there's also something else needed? Because it's kind of shifting a paradigm really. Jos de Blok: Yeah, I think it depends on what you consider as the environment. So for me, it's also the reflection. So you have to be aware t...more
...consistent way that it shows also, you have to show what it means also in behaviour. So the leaders have to use the language. If you say it's another paradigm, you want to create something which is based on another paradigm, and that's sometimes really difficult. Then the leaders have to show new behaviour....more
... also in behaviour. So the leaders have to use the language. If you say it's another paradigm, you want to create something which is based on another paradigm, and that's sometimes really difficult. Then the leaders have to show new behaviour. So instead of telling people what the vision and the strategy is...more
...g some grand plan. And I'm also glad you said the thing about leaders, because I can really see that it's painful for them in a lot of ways that this paradigm up till now, you know, these people who have done MBAs and have built their career on certain characteristics are now being told, "Oh the game is cha...more

Beetroot’s founders on purpose, self-management, and shocking people with trust

...ves and for the country, and so on, and we are also then working in this interesting world of like self-managed teams and experimenting with this new paradigm of how to run an organisation. And these three things, they play along quite well, because we are in the industry where, in some aspects, maybe it's ...more
... are gone through personal transformations and so on - that's what you have to go through to be able to work. So it's almost you can compare this old paradigm to the new - like comparing Soviet mindset with the new, Ukraine mindset or something like that. I don't know if that was clear....more
...a go and be teal, we're gonna do this huge transformation". You could more say that: "Okay, let's try to drop the old way of doing things and the old paradigm, and start to explore our own way of seeing what it takes us to develop our own way of having more freedom and trust" - to emphasise on that so you s...more

Miki Kashtan on the three shifts needed for self-managing organisations to thrive

...eople really owning them?" And and when you shared what you shared just then it made me think it's because we're coming from this command and control paradigm, we're still thinking in that paradigm, instead of a totally different organising principle, as you say, which is around needs. It's a complete shift...more
... you shared what you shared just then it made me think it's because we're coming from this command and control paradigm, we're still thinking in that paradigm, instead of a totally different organising principle, as you say, which is around needs. It's a complete shift. Miki Kashtan: Yes. Most organisations...more
...ich I know is something that you've written about and explored at length as well. And, again, I think in self managing systems, this is another total paradigm shift. And it's more complex I'm learning than just "let's change this manager-subordinate power dynamic." There's so many other power dynamics and r...more

Margaret Heffernan on how to act our way out of the status quo trap

...Lisa Gill: Yes - I have learned that there seem to be two paradigms of leadership, or of working together. One is like kind of parent-child paradigm kind of traditional management paradigm. And there is a sort of safety and security and comfort in being both the parent role or the child role, to a...more
...d that there seem to be two paradigms of leadership, or of working together. One is like kind of parent-child paradigm kind of traditional management paradigm. And there is a sort of safety and security and comfort in being both the parent role or the child role, to a certain extent. And what you have just ...more

Lisa Gill and Mark Eddleston celebrate 50 episodes of Leadermorphosis

...ntext: mapping out the industrial era, all the way up to, what he calls 'the participation era': where we are now, and all of the limitations of that paradigm of work and why it needs to be reinvented. And it's quite a fun episode - he's quite provocative. And I think also the one with Gary Hamel for simila...more
... podcast where we, sort of, laughed about the fact that there's really little to no evidence that the old way of doing things works - this industrial paradigm, like you said: the engagement stats, productivity stats, you know. Gary Hamel talks about the cost of bureaucracy; it's not working anyway, so it's ...more

Alanna Irving on leadership, decisions and money in bossless organisations

...k behind that. A I wondered how you hack things that are made for one way of looking at business and collaboration for a completely different sort of paradigm. The status quo is just really time consuming, expensive and requires talking to lawyers and asking accountants questions and so on. I remember, luck...more
...ty to know that many people are working on this bigger thing - I don't even know what you'd call it. The speaker movement that we're in, this bigger paradigm that's emerging, it's not going to look like one way. It's going to look like a thousand different ways. But when we share the stories and start noti...more

Frederic Laloux with an invitation to reclaim integrity and aliveness

...c system. And so of course, we’re not going to have any an obvious answer.” But we’re so trained, certainly as leaders, right? And so the traditional paradigm is that if you’re a leader, you should have all the answers. Otherwise, you know, why are you a leader? One of the most beautiful and inspiring exam...more

Gary Hamel on busting bureaucracy for good
...sa Gill: And do you find that when you present this data or share it with executives they are open to it? Because it seems like when we're stuck in a paradigm, even when faced with facts and data, it's very difficult to change a worldview or something that's been ingrained for over 150 years. Gary Hamel: I ...more