The book uses a fictional narrative to explain how conflicts arise and how they can be resolved. It introduces the concept of having a 'heart at peace' versus a 'heart at war', where a heart at peace views others as people with hopes, needs, cares, and fears, while a heart at war dehumanizes others, seeing them as objects. The authors argue that our mindset and way of being towards others are crucial in resolving conflicts. The book also presents the 'Peacemaking Pyramid' as a strategy for building cooperative relationships and escaping cyclical conflict[1][3][5].
In this book, Frederic Laloux explores the evolution of organizational models through history, identifying five stages of development: Red, Amber, Orange, Green, and Teal. The Teal stage, which is the focus of the book, is characterized by self-management, wholeness, and evolutionary purpose. Laloux provides detailed case studies of pioneer organizations that have adopted these principles, demonstrating how these new models can lead to more soulful, purposeful, and productive organizations. The book also discusses the broader implications of these changes, including potential shifts in consumerism, monetary systems, and global communities[1][2][4].
John Doerr's "Measure What Matters" explores the power of Objectives and Key Results (OKRs) as a goal-setting system. The book showcases how OKRs have been used by companies like Google and Intel to achieve ambitious goals. Doerr emphasizes the importance of setting clear, measurable objectives and tracking progress regularly. The book also highlights the importance of aligning goals across teams and organizations. It provides a practical framework for setting and achieving ambitious goals in various contexts, including business and personal life.
Today we’re talking to Professor Edgar Shein and Peter Shein. Ed and his son Peter together co-founded the Organizational Culture and Leadership Institute (OCLI.org) and have together published the award-winning Humble Leadership and Culture + Change + Leadership: The Corporate Culture Survival Guide, along with the upcoming second edition of Humble Inquiry that will be released in 2021.
Ed is Professor Emeritus of MIT’s Sloan School of Management. He holds a Ph.D. in Social Psychology from Harvard University, has consulted and published extensively, and has been the recipient of two-lifetime achievement awards. Peter’s unique work draws on 30 years of industry experience in marketing and corporate development at technology pioneers including Apple, SGI, Sun Microsystems, and numerous internet start-ups.
In this week’s podcast, we explore how humble leadership and humble inquiry can help to improve our workplace cultures.
Connect with Edgar & Peter Schein:
You’ll Learn:
- [02:07] - Ed shares clarifies what is culture and how we can shape it.
- [05:10] - Peter shares what Humble Leadership is and why it matters to workplaces and their culture.
- [09:13] - Ed gives us an insight into what Humble Inquiry is and what role it plays in Humble Leadership.
- [13:09] - Peter shares some of the barriers to inquiry.
- [16:49] - Ed highlights some practical tips for growing an attitude and approach of Humble Inquiry in workplaces.
- [22:18] - Peter shares where performance measurement and humble inquiry can collide.
- [24:52] - Ed and Peter enter the lightning round.
Thanks for listening!
Thanks so much for joining me again this week. If you enjoyed this episode, please share it using the social media buttons you see at the bottom of this post.
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Until next time, take care! Thank you, Edgar & Peter!
Making Positive Psychology Work 
