In an open culture, can you be too open?

In his book Reinventing Organizations, Frederic Laloux surveys what just might be the next iteration in the evolution of organizational models, which he calls the Teal Organization. 

Laloux maps organizations against a corresponding evolution in human consciousness, surfacing a direct correlation between the capacity for complexity and ambiguity and an underlying abundance mindset in both more highly evolved individuals and organizations. It is a fresh and fascinating and parallel that makes a lot of sense. The stages are summarized in the Evolutionary Breakthrough chart, at the link below.

Evolutionary breakthroughs in Human Collaboration

I'm still at the beginning of the book, but I am already very intrigued about the concept and possibilities for catalyzing potential, that pioneering Teal organizations seem to have uncovered.

Some questions, I'm hoping to learn more about:

• Open/transparent culture-
• What are the limits, if any, to openness and transparency in a Teal organization?
• What are the risks of increased vulnerability, that individuals/organizations ought to be mindful of?
• How do Teal organizations protect themselves from such risks? ( I realize this question may be exposing the binary limits of my own thinking,  I am open to learning and to evolving though!)
• Self-Managed teams-
• How does an organization maintain a cohesive identify or brand, across autonomous, self managed teams?
• Accountability-
• How are teams/individuals assessed in a Teal organization and by whom?
• What happens when problems arise that are beyond the team's capacity to solve?

The depth and breadth of success that seems to be experienced by Teal Organizations, in both quantitative ( financial) and qualitative ( human/engagement) terms is exciting, and worthy of serious exploration.

I am going to trek through the next few chapters and plan to share additional findings as they emerge!

Stay tuned!