Organisational Development

Throughout history, the types of organisations we have invented were tied to the prevailing worldview. Parallax works with senior executives and at board level to build trust and harmonise aspiring, high performing executive teams. With evolutionary leaders, we are able to facilitate more ambitious vertical transformation in an organisation's culture.

Do we need to access a new world-view, a new stage of consciousness, to reinvent organisations?


See for yourself…


See for yourself…

So what are organisations experiencing today?

It may be that as a leader, you have a strong sense that something is deeply wrong

in organisational culture today, that fundamentally something is broken.

Your intuition is right.


Over the last decade, we have seen an exponential rise in the number of apparently intractable issues facing organisations. Common symptoms are:

  • Senior executive overwhelm.
  • Excessive bottle-necking of information traveling up and down the hierarchy, slowing decision making and causing frustration on the front line.
  • Organisations lurching from one crisis, (and re-organisation), to the next, as they try to keep up with the increasing rate of change.

Thanks to recent research, there is now more clarity than ever over the cause of the problem – and its solution. At the heart of the matter is the fact that the structures of most organisations today are woefully inadequate for the environment in which they operate. Our current, rigid hierarchy evolved at the turn of the industrial revolution when stability and predictability were the norm. This allowed for reliability and reproducibility in a stable environment.

Today, change is one of the few certainties we can depend upon – and the pace is accelerating exponentially. Increased volatility, uncertainty, complexity and ambiguity leave the rigid hierarchy, with its centralisation of power, gasping for breath and unable to keep up. At the same time, social trends mean that more and more people seek a greater sense of meaning in their work.


In order for organisations to flourish, we need to re-invent the way we work…

So how are cutting edge organisations reinventing themselves?


Integral (Teal) Thinking

Integral ( Teal ) thinking

Evolutionary Purpose

Organisations are seen as having a life of their own, and an emergent sense of direction, encapsulated in the organisation’s purpose. Members are invited to listen, tune into and align with this governing principle.


Applying a consistent set of developed practices that invite us to reclaim our wholeness, or authenticity, and to bring all of who we are to work.

Self-managing Teams

Operating effectively, even at a large scale, with a system based on strong peer relationships, without the need for either hierarchy or consensus.

  • Better Decision-Making
    With the advice process, the right people make decisions at the right level with the input from relevant and knowledgeable colleagues. Decisions are informed not only by the rational mind, but also by the wisdom of emotions, intuition, and aesthetics.
  • More Decision-Making
    In traditional organizations, there is a bottleneck at the top to make decisions. In self-managing structures, thousands of decisions are made everywhere, all the time.
  • Timely Decision-Making
    As the saying goes, when a fisherman senses a fish in a particular spot, by the time his boss gives his approval to cast the fly, the fish has long moved on.
  • Alignment with Evolutionary Purpose
    If we believe that an organization has its own sense of direction, its own evolutionary purpose, then people who align their decisions with that purpose will sail with the wind of evolution at their back
  • Better Sensing
    With self-management, every colleague can sense the surrounding reality and act upon that knowledge. Information doesn’t get lost or filtered on its way up the hierarchy before it reaches a decision maker.
  • Less Energy wasted propping up the EGO
    Individual energies are boosted when people identify with a purpose greater than themselves
  • Less Energy wasted in compliance
    Bosses’ and staff’s uncanny ability to create policies generates wasteful control mechanisms and reporting requirements that disappear almost completely with the self-management.
  • Less Energy wasted in meetings
    In a pyramid structure, meetings are needed at every level to gather, package, filter, and transmit information as it flows up and down the chain of command. In self- managing structures, the need for these meetings falls away almost entirely.
  • Purpose
    Individual energies are boosted when people identify with a purpose greater than themselves.
  • Distribution of Power
    In traditional organizations, there is a bottleneck at the top to make decisions. In self-managing structures, thousands of decisions are made everywhere, all the time.
  • Learning
    Self-management provides a strong incentive for continuous learning. And the definition of learning is broadened to include not only skills but the whole realm of inner development and personal growth.
  • Better use of Talent
    People are no longer forced to take management roles that might not fit their talents in order to make progress in their careers. The fluid arrangement of roles (instead of predefined job descriptions) also allows for a better matching of talent with roles.
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