May 20

Conscious Collaborative Organization

Is the pyramid working? What kind of organizations is providing autonomy, innovation, and engagement? How to transform current leadership values and organizational structures into situational leaders with organic decision-making?
This is an abstract of a conference given by praneo, the 1st of April in Dubrovnik at the WAAS conference on New Paradigm Leadership.


An obvious link between employee engagement and their performance is questioning the pyramid

Worldwide, figures are the same, less than 15% of employees are engaged at work. Meaning that 85% are either just sitting and checking out or actively destroying their co-workers’s job.

Awful results for a hardly discussed organizational structure: the pyramid and its traditional management style.

We have been doing this for so long now that we can hardly imagine an efficient decision making structure with as less hierarchy as possible. This is not about changing a process or a software… it is about impacting our culture and our belief systems and address this challenge from an upper level of consciousness.

From our perspective, it is very likely the most important topic to be addressed by all conscious and open leaders in private and public sectors and governance bodies in society.

Adressing culture, behaviors, attitudes, expectations, visions and values are the ways to leave a positive legacy.

Responsible and courageous leaders owe it to the people who voted for them, and engaged their trust and hard work.

Leaders are co-responsible through the multilayer governance systems, to take care of each individual and the collective whole at the same time.


What could “raising consciousness” mean for a leader?

Everybody would think differently and be somehow correct. We detail here 3 states and stages of consciousness: ego-centric ; social-centric and global centric for which 4 characteristics arise:

Enlarging the area of care

First I care about myself, then my family, and then all my look-likes and like-minded… this is the egocentric stage. And one day I start to care about the others: those who look and think different from me but who still belong to my region or my country or my religion. This is the social-centric state and stage of consciousness. And for very few but highly influential leaders extending the area of care could even include the planet, the non-humans, the non-visible etc… They reached a global centric mindset.

Increasingly complex thinking ability

When I just have to care about myself and my look-likes, a simplistic and linear thinking ability is enough. But as soon as I understand that my own happiness, depends on people I know nothing about : the farmers that produce my food, the engineers who designed my cell phone… I start to think with parallel aptitude: it is this AND that, together, not instead of. And with the global centric aptitude a dynamic arborescent mindset allows always more creativity and understanding of complex interdependencies.

Time horizon

More care to understand more complexity of interdependencies also develops ability to work for a longer-term perspective. Marthin Luther King said . “Even if I knew that tomorrow the world would go to pieces, I would still plant my apple tree.” From a global perspective, an alignment and a coherence of different time horizons can occur and generate synchronicities. For example Chronos and Kairos or short/mid/long term or past/present/future.

Fuel for progress

At the beginning of the journey, Competition is a key success factor : the ego-centric with simplistic linear thinking is the stage of survival and considers it is “me against the other”. Then with social centric mindset collaboration develops a “me and the other” whereas the global-centric is fueled by a sense of service : “me for the other”.


What could “raising consciousness” mean for an organization?

The same logic as previously for the leader applies : 3 states and stages of consciousness generating different action logics.

Greater common good

in the decision making progress the good of the department, the company, then the value chain and then civil society. This will bring organizations to consciously move from work-life balance, “greenwash” and CSR, to Creating Shared Value – see Michael Porter, to a truly Co-Shared Societal Responsibility. For example this latest stage organization would willfully contribute to the Sustainable Development Goals to be implemented in Sept. 2105 by the UN.


As more complexity is added, the organization can create greater products & services (1-3 years), brands (3-5 years), then create completely new markets (6-10 years), with new shared value propositions, more circular business models to consciously contribute to societal co-responsibilities and triple sustainability.

Its goals

The moves from profit driven company to project and then purpose driven organic companies.


Successful 3.0 companies exist in every sector and in every country

The good news is that in every country and sector, at every size, companies and public sector have demonstrated that this raise of care from the leader would elevate the consciousness level of their organization.

Frederic Laloux in his book “Reinventing organizations” studied these 21st century companies and sorted out 3 levers : self-Management, sense of wholeness and an evolutionary purpose. He also presents these companies and principles in this video ”How to become a soulful organisation”.

In these highly decentralized companies the leader’s role is mainly to create the space and conditions for every employee to feel they are truly part of a whole with a clear enthusiastic purpose.

The leader also insures that a common framework exists, in order to: federate all the parties involved and ensure effective convergence; unleash transdisciplinary potentials, channel released energy and optimize organizational capital; embody the values to foster open fluid dialogues and trusting relationships.

This will bring his organization and extended community to become a thriving creative resilient sustainable system.

Pierre-Antoine Barraillé

About The Author

Financial Engineer - praneo co-founder Switzerland Business Development, Financial Engineering, Management Consulting Meditation, Science, Spirituality