The word “teal” originates from the 14th century. Teal refers to a color between shades of green and blue, and the term was first used to describe the “Eurasian Teal” duck, a freshwater duck that had this color in its eyes and wings.

While there is no direct equivalent for the word “teal” in Turkish, it can be found translated as “cyan,” “turquoise,” or “light green” in various sources. In this article, it is used as “sea blue.”

Sea blue is a shade that combines the calming properties of blue with the refreshing qualities of green. It also possesses a revitalizing and rejuvenating quality, representing open communication and clarity of thought.

The term “teal organizations” was first mentioned in 2014 in the book “Reinventing Organizations” by Belgian-born author and management consultant Frédéric Laloux, whose subject is the evolution of organizational models. Frédéric Laloux is a researcher and social entrepreneur who works as a consultant, coach, and facilitator for company leaders who need change and transformation.

Laloux conducted research in various organizations and with employees at different levels, witnessing how these organizations, which form the fabric of our modern lives, silently transform into places of suffering. She observed in her interviews that employees are exhausted by competition, rivalry, and the influx of emails—a problem not only for those at the bottom of the pyramid but also for managers at the top. The model she proposes in the book offers a profound understanding of how organizations can become more successful, resilient, and creative.

Many of us have asked ourselves this question at some point in our professional lives: “What is the meaning of what we do? Are our actions part of a broader good? Do they truly contribute to making the world a better place?” Because fundamentally, there is an inherent search for meaning within human beings.

However, due to the nature of the modern world order people work almost like machines and over time become insensitive to both their environment and their inner world. People from various professions such as doctors, teachers, and engineers leave their jobs because they cannot find the meaning they are looking for.

Laloux views these events not as a sad situation, but as labor pains. The labor pains of a new structure being established… Today, when we carefully examine the changes in organizations, we can see that this birth process is still ongoing.

Laloux, who researched this topic in depth, had the opportunity to examine many different organizations in various geographical locations for a full three years. His research revealed that many organizations, unwilling to be managed using classical methods, had adopted new management styles. He also noticed that, in addition to the management style, the structures of these organizations were very different from those using traditional approaches. Furthermore, Laloux found that organizations often believed themselves to be the only ones exhibiting a different management style, unaware of each other’s existence; however, many organizations shared similar perspectives and used similar methods.

In short, the model discussed in the book is not a model developed solely from one person’s own ideas; it is a model that emerged after examining models developed, implemented, and utilized by many institutions, and by identifying and adopting their common aspects. The fact that the model is already being implemented and is sustainable further increases its importance. Because it has both proven itself through application and emerged spontaneously from needs, it is seen as filling an important gap.

OUTSTANDING FEATURES OF SEA BLUE INSTITUTIONS

Although they possess many different and unique characteristics in detail, three main traits stand out for navy blue organizations. The first of these three traits, which will be defined in detail below, is self-management. Another is integrity. Serving an evolutionary purpose is the final prominent characteristic of navy-blue organizations. For an organization to be classified as a navy-blue organization, possessing just one of these three traits is considered sufficient.

Now let’s take a closer look at these three key components:

SELF-GOVERNANCE

We generally believe that an organization needs a boss to function properly. This isn’t always necessary. For example, when you look at the human body, there isn’t a single organ that gives all the commands. You might think of the brain, but the intestines and heart also contain nerve cells and function independently. Similarly, when considering city traffic, while there’s a systematic order based on rules, there’s no top-level director telling everyone what to do.

For example, when we look at trees, plants, or animals in nature, there is no one telling them what to do. Each of these elements adapts to the environmental conditions and simply does what it needs to do at that moment. So, the necessity of having a “boss” is somewhat related to our perception and habits. Of course, the absence of a boss does not mean that there will be no manager. Here, by manager, we are referring to someone with a different perspective than the boss mentality, someone with leadership qualities. A leader who does not make decisions alone and who considers the benefit of the whole…

The hierarchical (pyramid-shaped) organizational structure found in many companies today is absent in navy blue organizations. Because, thanks to the genuine relationships between employees, there is no need for a hierarchical approach. Teal organizations tend to have more self-managing teams and horizontal-circle structures. While hierarchical structures are effective in small organizations, they don’t work very well in complex structures; as one moves towards the top of the pyramid, the problems faced by those at the top increase. As a result, managers who are struggling with numerous problems and cannot master the details of each event may make wrong decisions. In horizontal structures, however, everyone takes initiative with an equal sense of responsibility and awareness, and decisions are evaluated together with the actual stakeholders.

In Teal organizations, trust is one of the most important values. Relationships in these institutions are built on trust and positive assumptions. While individual opinions are important, the collective intelligence formed by the synthesis of individual ideas is considered more inclusive and sophisticated. Therefore, in many Teal organizations, decisions are made through a “recommendation process.” Accordingly, when an employee is about to make a critical decision, they are expected to act in accordance with the advice of those within the organization who are experts in that area and whose opinions are affected by the decision.

INTEGRITY

Stands out in TEAL organizations is a powerful concept we call integrity.

Organizations expect many qualities and competencies from their employees. Therefore, we often present a professional face within our organizational identity, frequently wearing a mask and behaving differently than we truly are. While this isn’t true for everyone, it can be said that many people find themselves in this situation.

Almost all of us have a side where ego prevails, but also a side where we carry deep emotions. However, in today’s work environments, there is often a culture where ego takes center stage, based on competition and conflict. Therefore, we keep our deeper questions, our thoughts accompanied by hopes, and sometimes even our criticisms to ourselves. Because expressing them carries risks. For example, when you question the benefit your work provides to humanity or what it contributes to life, you are very likely to be met with strange looks or criticism about how you find the right to ask such questions. In these situations, even if you question things internally, you prefer not to share them, or perhaps only share them with those you are very close to.

You may encounter similar reactions when you make a comment based on your emotions. Modern business life prioritizes rationality and masculine aspects; emotions are secondary. What matters is that things run smoothly. Therefore, we tend to focus more on our rational side and hide our emotions. In such a situation, we can only demonstrate a small fraction of our potential. As a result, the gap between your workplace persona and your true self widens day by day. But can things truly function healthily in the long run without personal peace and happiness?

Organizations with a “sea blue” approach recognize this and create space for their employees to act naturally, be themselves, and provide a work environment where they feel safe. Because for employees to be able to be completely themselves, feeling safe is extremely important.

Otherwise, because people don’t trust each other in the workplace, they may conceal the truth by presenting themselves differently than they are, lie, and pretend to know things they don’t know.

Nowadays, people start lying or concealing things from job interviews onwards. During an interview, a person might pretend to know things they don’t, or hide them. Or, after getting a job, many things are presented differently than they actually are during performance reviews and meetings. In an environment lacking trust, such situations are inevitable…

For example, Heiligenfeld, a German company that owns a network of mental health hospitals, provides treatment not only with medication but also by considering the mental and emotional aspects of individuals . Meeting processes at this company are conducted differently. Specifically, each meeting room has bells, and at the beginning of each meeting, the question “Who is answering the bell?” is asked. Thus, one person volunteers and, in addition to attending the meeting, takes on another responsibility. The person who rings the bell does so if they feel someone is speaking egotistically, striving to win an argument, or acting solely for their own career or group’s benefit. According to the rule, everyone should remain silent until the sound fades and ask themselves: “Whom am I trying to serve? Myself? My career? My team? Or am I here to serve something greater?”

Similar methods are applied in meetings of navy-blue organizations as well. This is because meetings are often open spaces where egos tend to surface. At Heilegenfeld, these bells are used much less now. Because the moment one person is about to ring the bell, the other says, without personalizing the situation, “You’re right, I apologize,” and the meeting continues.

Meetings without egos sounds great, doesn’t it? This is possible at Heilegenfeld because every employee receives training in effective listening and conflict-free communication. So, there’s a shared understanding of information.

The concept of integrity refers to people being transparent, being themselves; expressing their emotions without hesitation and being completely natural. It emphasizes that none of us need extra masks or to appear different from who we are to showcase our full potential and work passionately; all we need to do is be ourselves.

AN EVOLUTIONARY PURPOSE

The final common and fundamental component is an evolutionary purpose. First, it’s important to note that an evolutionary purpose is not the same as a vision statement. A vision statement typically reflects the ego-driven state of mind of the management team that decides what the organization wants to be.

The evolutionary purpose of a teal organization reflects the deeper reason for its existence. This relates to the difference it wishes to make in the community in which it operates and the market it serves. Therefore, teal organizations are not concerned with outperforming others or competing. What matters to these organizations is serving a holistic ‘greater good’ .

Nature, humanity, relationships… Everything evolves, guided by a life force that strives for adaptation, transformation, and growth. This paradigm adopts the perspective that “ we are not the owners or managers of the organization; instead, we are servants who sense the direction it should take and help it fulfill its role within the totality of its existence.”

Navy blue for-profit organizations have a different perspective on profit. Of course, profit is necessary, and investors deserve a fair return. But profit isn’t the ultimate goal; it’s merely a means to an end. The founders of navy-blue organizations often use a common metaphor: “Profit is like the air we breathe. We need air to live, but we don’t live to breathe.” Tami Simon, CEO of Sounds True, defines the purpose of a business this way:“We have an idea about business; everything we do should help us make more money, be more productive, or whatever. But that’s not my view of business. I think business is about people coming together as a community to meet our needs and fulfill our lives.”

navy-blue organizations, profit is a byproduct of work well done. The philosopher Viktor Frankl emphasized this point: “Success, like happiness, cannot be chased; it must occur. Success is, in fact, the natural product of dedicating oneself to a purpose greater than oneself.”

“Evolutionary purpose” isn’t about having a superficial statement of purpose. Rather, it’s a much deeper shift in perspective. It requires us to truly see the organization as a living entity with its own energy and sense of direction. Like any ‘living system,‘ every organization evolves and progresses together with its employees. Indeed, the most effective and efficient corporate structures of the 21st century will be those that embrace a ‘Learning Organization’ culture. Enabling the organization to evolve in the direction it wants to go is ultimately in the hands and responsibility of its employees.

POTENTIAL CHALLENGES OF SEA BLUE ORGANIZATIONAL STRUCTURES

It’s undeniable that “sea blue” organizational structures are without their challenges. The work routines and organizational structures we’ve been accustomed to for years make it difficult for us to understand these different structures and perceive what they are possible with. Let’s take a brief look at some of these:

1. Although many people complain, hierarchical structures make things easier for employees when it comes to difficult tasks and responsibilities. In challenging situations, you can delegate the problem to the top of the pyramid and get it off your shoulders. This is why self-management actually places more responsibilities and tasks on both the individual and the team. Companies report that it takes more than a year to adapt to a management system that operates in this way.
2. Another aspect is breaking old habits. Managers with a long history of experience, in particular, may find it difficult to adapt to this new style. This is because they are accustomed to telling others what to do or asking their subordinates to carry out certain ideas and tasks.
3. In a self-management model, conflicts can be challenging because they don’t need to be resolved by a higher management team. In this model, you can’t simply run away or hide when it comes to resolving conflicts.
4. Because of their past experiences, employees may find being open risky, so it may take some time for them to adjust to this change. However, once the facade is over, the comfort of the work and the power of collective intelligence become undeniable, and the practice of meetings transforms from an unpleasant chore into an enjoyable process.

CONCLUSION

Organizations with a “sea blue” spirit foster deep bonds among their employees because they possess an evolutionary, or noble, purpose. These bonds deepen with clear intention and pure consciousness, evolving like a living organism and playing a vital role in giving meaning to life.

On the self-management side, an organization emerges that governs itself through a leadership-focused approach, where personal integrity is protected, differences and diversity are fostered, and responsibility towards the whole is felt.

It is through the unity of these two that, within the framework of the “sea blue” organizations, a convergence of mind and heart is established in line with the defined evolutionary (noble) purpose, opening up space for infinite potential and creating a synergistic environment that makes it possible to serve holistic development.

Mehmet AKÇABAYIRLI, 2024

REFERENCES:

• Laloux, Frederic. (2014). Reinventing Organizations. Knowledge Partners publishing house.
• Bregman, Rutger. (2018). Utopia for Realists. Domingo Publications.
• https://reinventingorganizationswiki.com (Accessed: January 2025)
• https://nexocode.com/blog/posts/teal-organizations-what-is-teal-management/ (Access Date: January 2025)
• https://www.strategy-business.com/article/00344 (Access Date: January 2025)