More and more is being said about turquoise management, self-organizing teams are emerging in traditionally managed companies, and this idea is gaining more and more supporters.
But is turquoise always a good idea?
The answer is not obvious – self-organization is a very natural process, occurring wherever a group of people is united by a common goal and team members trust each other. If this group has no formal structure – self-organization occurs spontaneously.
If you’ve ever organized a group vacation with friends, you’ve probably had the opportunity to experience how this process unfolds. Someone takes care of finding accommodation, but usually consults with other participants before making a reservation. There will also be someone who reaches for guidebooks and prepares a list of attractions worth visiting. The group establishes rules by which it will function – how they will settle accounts with each other, who cooks, who cleans, what they do together and what not, etc. The rules that are developed may be different each time, depending on the situation. They can also be corrected on an ongoing basis if needed. And although there is neither a formal boss nor precisely described positions – usually everything gets organized on time and with good results.
The situation is similar in the professional realm. If there is a group of people who have a common goal, can talk to each other, know their job and enjoy it – then the self-organization process proceeds naturally. I myself worked in a self-managing team for many years without being aware at all that it was turquoise.
So if your company or team that you manage has great specialists, responsible and motivated people, then turquoise will probably be a good idea. You probably already consult with the accountant on accounting matters, the IT specialist on IT matters, and salespeople on sales strategy matters. The fundamental change here will only be expanding employee competencies and increasing their decision-making power. If you additionally share a common professional mission, then changing the management form will probably be quick and painless.
The situation looks analogous in most interdisciplinary project teams in corporations – after all, projects typically select people who know the most about a given subject and those who want to engage in something new. If additionally the team uses one of the agile methodologies (e.g., popular Scrum) – the matter becomes even more obvious.
However, not every team is ready for self-organization, not every company can become turquoise, and in any case – not overnight. It should also be remembered that people are different. Not everyone dreams of making decisions and one hundred percent independence. Therefore, turquoise is not the only possible path.
If the team is led by a person with a strong need for power, very directive – then even with a very mature team, it will be difficult for them to introduce turquoise. They won’t be able to deal with the fact that the team will independently make decisions, and tasks won’t always be carried out in the way the boss would prefer. Self-organization requires trust and leaving room for people’s creativity.
We may also encounter the opposite situation – the manager is ready for turquoise, but their team is not. Then change is possible, but it must be thoroughly thought through and planned, and reaching self-organization may take several years. If we have employees who don’t show their own initiative, are afraid to make decisions, or never had such an opportunity, then they won’t be able to find themselves in the new reality. It’s like telling a spoiled teenager who is used to getting everything ready-made to suddenly become independent. If until now they hadn’t had a chance to decide anything and wasn’t responsible for anything, how could they manage, for example, a household budget? Does this mean they are lost to self-organization? Of course not, but the process of becoming independent must proceed gradually. Similarly, the team should be gradually prepared for increasing freedom and decision-making power, for taking responsibility. Participative management will work great as a transitional stage here. And even if the team never reaches full turquoise, both its efficiency, motivation, and loyalty will certainly increase, and these are after all the three biggest concerns of modern bosses.
Author: Agnieszka Kasyaniuk - Piwko
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Frequently Asked Questions
What is turquoise management?
Turquoise management, also known as teal management, is an organizational model based on self-organizing teams where decision-making power is distributed among team members rather than concentrated in a hierarchy. It works best when team members share a common goal, trust each other, and are motivated to take responsibility for their work.
Is turquoise management suitable for every organization?
No, not every team or company is ready for self-organization. It requires a high level of trust, employee initiative, and willingness to take responsibility. If a team is used to directive leadership or employees are not accustomed to making decisions independently, the transition must be gradual and carefully planned.
What is the role of a manager in a turquoise organization?
In a turquoise organization, the manager shifts from giving orders to facilitating the team’s self-organization. They focus on building trust, expanding employee competencies, and increasing decision-making autonomy. The manager must be comfortable with the team making independent decisions, even when those decisions differ from what the manager would have chosen.
Can a traditional company transition to turquoise management?
Yes, but it requires a thoughtful and gradual approach. Participative management can serve as an effective transitional stage, slowly expanding employee autonomy and responsibility. Even if a team never reaches full turquoise self-organization, the process of moving in that direction typically improves efficiency, motivation, and loyalty.