{"id":21073,"date":"2023-03-10T09:34:55","date_gmt":"2023-03-10T08:34:55","guid":{"rendered":"https:\/\/www.sloneek.com\/blog\/tyrkysove-firmy-nejsou-anarchie-svoboda-prece-take-ne-rika-spolumajitel-jedne-z-nich\/"},"modified":"2026-08-13T10:58:29","modified_gmt":"2026-08-13T08:58:29","slug":"tyrkysove-firmy-nejsou-anarchie-svoboda-prece-take-ne-rika-spolumajitel-jedne-z-nich","status":"publish","type":"blog","link":"https:\/\/www.sloneek.com\/cs\/blog\/tyrkysove-firmy-nejsou-anarchie-svoboda-prece-take-ne-rika-spolumajitel-jedne-z-nich\/","title":{"rendered":"Tyrkysov\u00e9 firmy nejsou anarchie, svoboda p\u0159ece tak\u00e9 ne, \u0159\u00edk\u00e1 spolumajitel jedn\u00e9 z nich"},"content":{"rendered":"\n

P\u0159e\u010dt\u011bte si rozhovor s mentorem, tren\u00e9rem komunikace, mindsetu a strategick\u00e9ho rozvoje t\u00fdm\u016f i organizac\u00ed a spoluzakladatelem firmy MINDSET MENTORS<\/a> \u0160imonem Steffalem. <\/a><\/p>\n\n\n\n\n\n\n\n

M\u016f\u017eete vysv\u011btlit, z \u010deho my\u0161lenka tyrkysov\u00e9ho organizov\u00e1n\u00ed vych\u00e1z\u00ed? <\/strong><\/h2>\n\n\n\n

Tyrkysov\u00e1 organizace nebo tyrkysov\u00e9 \u0159\u00edzen\u00ed firmy je postaveno na modelu fungov\u00e1n\u00ed, kter\u00fd popsal<\/a> Frederic Laloux. Rozhodl se pono\u0159it do toho, jak funguj\u00ed firmy, organizace a vlastn\u011b obecn\u011b komunity lid\u00ed a v\u0161e sepsal do knihy Budoucnost organizac\u00ed. Pro lep\u0161\u00ed pochopitelnost fungov\u00e1n\u00ed popsal v ur\u010dit\u00fdch form\u00e1ch a jednotliv\u00e9 typy ozna\u010dil barvami, kter\u00e9 symbolizuj\u00ed odli\u0161nosti mezi jednotliv\u00fdmi formami a jejich vlastnostmi.  Cel\u00e1 teorie je postavena na evolu\u010dn\u00edm principu, kdy se formy vyv\u00edjely v \u010dase.<\/p>\n\n\n\n

\u010cervenou barvou Laloux ozna\u010dil spole\u010dnosti \u0159\u00edzen\u00e9 principem s\u00edly, kde je v\u016fdce p\u0159ipraven\u00fd vynutit si poslu\u0161nost klidn\u011b i n\u00e1sil\u00edm. S r\u016fstem po\u010dtu \u010dlen\u016f spole\u010dnosti ale tento syst\u00e9m nebyl nad\u00e1le pou\u017eiteln\u00fd, proto bylo nutn\u00e9 p\u0159istoupit na ur\u010ditou formu d\u011blen\u00ed moci. Tak vznikly jantarov\u00e9 organizace jako c\u00edrkev nebo kr\u00e1lovstv\u00ed, kdy v\u016fdce svoji moc d\u00e1le distribuoval. N\u00e1sledovaly oran\u017eov\u00e9 organizace,  kter\u00e9 zn\u00e1me z modern\u00edch korpor\u00e1t\u016f a kde je jasn\u00e1 mocensk\u00e1 a hierarchick\u00e1 struktura zahrnuj\u00edc\u00ed \u0161\u00e9fa, pod\u0161\u00e9fy, odd\u011blen\u00ed a divize. Touha po vy\u0161\u0161\u00edm uzn\u00e1n\u00ed individuality vedla k zelen\u00fdm organizac\u00edm, kde se klade d\u016fraz na p\u0159\u00e1telsk\u00e9 nebo rodinn\u00e9 \u0159\u00edzen\u00ed. Z nich n\u00e1sledn\u011b vznikly organizace, kter\u00e9 ozna\u010dujeme jako tyrkysov\u00e9.<\/p>\n\n\n\n

Co p\u0159esn\u011b znamen\u00e1 tyrkysov\u00fd model fungov\u00e1n\u00ed?<\/strong><\/h2>\n\n\n\n

Nejjednodu\u0161\u0161\u00ed vysv\u011btlen\u00ed tyrkysov\u00e9ho principu je, \u017ee ka\u017ed\u00fd \u010dlov\u011bk, kter\u00fd v tyrkysov\u00e9 firm\u011b pracuje, v n\u00ed chce b\u00fdt a ch\u00e1pe, pro\u010d existuje. Tyrkysov\u00e9 organizovan\u00e9 firmy funguj\u00ed tak, \u017ee spolu lid\u00e9 pracuj\u00ed, proto\u017ee maj\u00ed spole\u010dn\u00fd z\u00e1jem. D\u016fle\u017eit\u00e1 je p\u0159itom velk\u00e1 m\u00edra osobn\u00ed svobody, kter\u00e1 je vyv\u00e1\u017eena ochotou n\u00e9st za sv\u00e9 v\u00fdsledky odpov\u011bdnost. Svobodu a zodpov\u011bdnost od sebe toti\u017e nelze odd\u011blit. Kdy\u017e chyb\u00ed svoboda, tak v\u011bt\u0161inou chyb\u00ed i zodpov\u011bdnost. Ve firm\u011b \u0159\u00edzen\u00e9 striktn\u011b hierarchicky m\u00e1te typicky men\u0161\u00ed svobodu a tak\u00e9 men\u0161\u00ed spoluzodpov\u011bdnost. Naopak ve svobodn\u011b funguj\u00edc\u00edch organizac\u00edch \u010di firm\u00e1ch je m\u00edra svobody velmi vysok\u00e1 a nar\u00e1\u017e\u00ed na pocit jistoty, kdy se sami sebe \u010dast\u011bji pt\u00e1me, zda je to tak spr\u00e1vn\u011b, zda to d\u011bl\u00e1me dob\u0159e a jak to pozn\u00e1me. Zkr\u00e1tka \u010d\u00edm v\u011bt\u0161\u00ed svoboda, t\u00edm v\u00edce zodpov\u011bdnosti, a t\u00edm tak\u00e9 vy\u0161\u0161\u00ed m\u00edra nejistoty.<\/p>\n\n\n\n

Tyrkysov\u011b funguj\u00edc\u00ed firma umo\u017e\u0148uje \u010dlov\u011bku pracovat takov\u00e9mu, jak\u00fd je. Nemus\u00ed m\u00edt dv\u011b tv\u00e1\u0159e, tu osobn\u00ed a tu pracovn\u00ed. Nemus\u00ed se jakkoliv p\u0159etva\u0159ovat a b\u00e1t se \u0159\u00edkat nahlas sv\u00e9 n\u00e1zory.  Tyrkysov\u00e9 firmy nab\u00edz\u00ed trval\u00fd potenci\u00e1l rozvoje, proto\u017ee v nich nejsou p\u0159ek\u00e1\u017eky, kter\u00e9 by mu br\u00e1nily - nap\u0159\u00edklad v podob\u011b \u0161\u00e9fa, kter\u00fd omezuje kari\u00e9rn\u00ed nebo oborov\u00fd postup. Stejn\u011b tak tu neexistuj\u00ed p\u0159ek\u00e1\u017eky v osobn\u00ed iniciativ\u011b. Pokud n\u011bco chci, nen\u00ed mi br\u00e1n\u011bno v tom, abych to mohl dok\u00e1zat, pokud je to samoz\u0159ejm\u011b p\u0159\u00ednosn\u00e9 pro m\u011b, organizaci a v souladu s t\u00fdmov\u00fdmi dohodami.<\/p>\n\n\n\n

Tyrkysov\u00e1 firma nebo organizace vn\u00edm\u00e1 \u010dlov\u011bka jako celek a uv\u011bdomuje si, \u017ee pro dobr\u00e9 pracovn\u00ed fungov\u00e1n\u00ed zam\u011bstnance je d\u016fle\u017eit\u00e1 jeho spokojenost i v osobn\u00edm \u017eivot\u011b. Probl\u00e9my jednotliv\u00fdch \u010dlen\u016f se pak \u0159e\u0161\u00ed lep\u0161\u00edm nastaven\u00edm podm\u00ednek nam\u00edsto v\u00fdpov\u011bdi, jak by tomu bylo nap\u0159\u00edklad ve \u017elut\u00e9 organizaci.<\/p>\n\n\n\n

N\u011bkdy se tak\u00e9 m\u016f\u017eeme setkat s term\u00ednem holakracie, kter\u00fd je v mnoh\u00e9m podobn\u00fd tyrkysov\u00e9 organizace. Rovn\u011b\u017e s sebou p\u0159in\u00e1\u0161\u00ed vysokou m\u00edru svobody a stejn\u011b tak vysokou m\u00edru odpov\u011bdnosti. Mezi nejv\u011bt\u0161\u00ed rozd\u00edly pat\u0159\u00ed to, \u017ee v holakratick\u00fdch firm\u00e1ch si ur\u010d\u00edte role i odpov\u011bdnosti za dan\u00e1 rozhodnut\u00ed a v z\u00e1sad\u011b se toho dr\u017e\u00edte, kde\u017eto v tyrkysov\u00fdch organizac\u00edch m\u016f\u017ee kdokoliv u\u010dinit jak\u00e9koliv rozhodnut\u00ed, pokud pou\u017eije \u201cporadn\u00ed proces\u201d a promluv\u00ed si s kolegy, kte\u0159\u00ed o dan\u00e9 problematice v\u011bd\u00ed v\u00edce ne\u017e on.<\/p>\n\n\n\n

Jak to v tyrkysov\u00fdch firm\u00e1ch vypad\u00e1 a funguje?<\/strong><\/h2>\n\n\n\n

Tyrkysov\u00e9 firmy nemaj\u00ed jasnou hierarchickou strukturou, kde by byl v \u010dele \u0159editel, pod n\u00edm \u0161\u00e9fov\u00e9 jednotliv\u00fdch odd\u011blen\u00ed, jejich t\u00fdmy apod. Je to syst\u00e9m, kter\u00fd nen\u00ed zalo\u017een\u00fd na moci a pozic\u00edch, ale know-how a kompetenc\u00edch. Pokud je nap\u0159\u00edklad ve firm\u011b \u010dlov\u011bk, kter\u00fd se star\u00e1 o grafiku, tak m\u00e1 svobodu d\u011blat ve\u0161ker\u00e1 rozhodnut\u00ed t\u00fdkaj\u00edc\u00ed se grafiky. Neznamen\u00e1 to, \u017ee si nem\u016f\u017ee vy\u017e\u00e1dat pohledy, rady \u010di p\u0159ipom\u00ednky dal\u0161\u00edch koleg\u016f a kolegy\u0148, ale fin\u00e1ln\u00ed rozhodnut\u00ed je na n\u011bm, proto\u017ee m\u00e1 nejvy\u0161\u0161\u00ed kompetence v t\u00e9to oblasti. Pro lidi, kte\u0159\u00ed jsou zvykl\u00ed na klasick\u00e9 zam\u011bstn\u00e1n\u00ed, kde je v\u017edycky nad nimi n\u011bkdo s rozhodovac\u00ed a schvalovac\u00ed pravomoc\u00ed, je toto velmi n\u00e1ro\u010dn\u00e9 p\u0159ijmout, proto\u017ee najednou nad sebou vlastn\u011b nikoho nemaj\u00ed. Ultim\u00e1tn\u00ed zodpov\u011bdnost za v\u00fdsledek je toti\u017e na nich - vysok\u00e9 kompetence znamenaj\u00ed tak\u00e9 vysokou zodpov\u011bdnost. M\u016f\u017ee to b\u00fdt t\u011b\u017ek\u00e9 zejm\u00e9na pro lidi p\u0159ich\u00e1zej\u00edc\u00ed nap\u0159\u00edklad z oran\u017eov\u00e9 organizace, proto\u017ee najednou ztr\u00e1c\u00ed jistotu, \u017ee za v\u0161e nese zodpov\u011bdnost jejich nad\u0159\u00edzen\u00fd.<\/p>\n\n\n\n

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\u201cV\u017edycky rad\u011bji p\u0159ijmu \u010dlov\u011bka, kter\u00fd m\u00e1 podpr\u016fm\u011brn\u00e9 zku\u0161enosti nebo dovednosti, ale dobr\u00fd mindset, ne\u017e opa\u010dn\u011b. Kdy\u017e m\u00e1 n\u011bkdo chu\u0165 a drive, tak se m\u016f\u017ee nau\u010dit ledacos, ale mindset se m\u011bn\u00ed mnohem h\u016f\u0159 a n\u011bkdy v\u016fbec.\u201d<\/span><\/p>\n<\/blockquote>\n\n\n\n

Pro\u010d jste se rozhodl zalo\u017eit tyrkysovou firmu? <\/strong><\/h2>\n\n\n\n

Necht\u011bl jsem m\u00edt firmu postavenou na hierarchii moci. Necht\u011bl jsem b\u00fdt \u0161\u00e9f, co n\u011bkomu \u0159\u00edk\u00e1, co m\u00e1 p\u0159esn\u011b d\u011blat, micromanagovat ho a kontrolovat. Cht\u011bl jsem m\u00edt firmu, kde lid\u00e9<\/a> cht\u011bj\u00ed b\u00fdt a spole\u010dn\u011b vn\u00edmaj\u00ed, \u017ee maj\u00ed dobr\u00fd d\u016fvod, pro\u010d cht\u011bj\u00ed b\u00fdt spolu, a \u017ee  je spojuje \u00fasil\u00ed n\u011bkam sm\u011b\u0159ovat.<\/p>\n\n\n\n

P\u0159irozen\u011b p\u0159itahujeme aktivn\u00ed a anga\u017eovan\u00e9 zam\u011bstnance, pasivn\u00ed zam\u011bstnanec bez z\u00e1jmu a zaujet\u00ed by byl ne\u0161\u0165astn\u00fd z n\u00e1s a my z n\u011bj. I n\u00e1m se to n\u011bkolikr\u00e1t stalo a s ka\u017edou takovou zku\u0161enost\u00ed se \u010d\u00edm d\u00e1l t\u00edm v\u00edc u\u010d\u00edme, jak tomu p\u0159edch\u00e1zet a jak to na za\u010d\u00e1tku l\u00e9pe komunikovat i odhadnout. I proto nem\u00e1me klasick\u00e9 pohovory, ale sp\u00ed\u0161e rozhovory, kter\u00e9 maj\u00ed za \u00fakol zjistit, zda jsme slad\u011bn\u00ed, jestli m\u00e1me na z\u00e1sadn\u00ed v\u011bci podobn\u00fd pohled. Zkr\u00e1tka si ov\u011b\u0159ujeme, zda si navz\u00e1jem rozum\u00edme. A stejn\u011b se n\u00e1m to prost\u011b ob\u010das nepovede.<\/p>\n\n\n\n

Jak vypad\u00e1 va\u0161e firemn\u00ed struktura a nepracuj\u00ed lid\u00e9 v tyrkysov\u00fdch firm\u00e1ch m\u00e9n\u011b?<\/strong><\/h2>\n\n\n\n

U n\u00e1s ve firm\u011b nem\u00e1me pozice, sp\u00ed\u0161e by se to dalo pova\u017eovat za st\u00e1le se vyv\u00edjej\u00edc\u00ed role. Kdy\u017e k n\u00e1m n\u011bkdo nastoup\u00ed, \u0159ekn\u011bme do role fakturanta, tak za\u010d\u00edn\u00e1 jako fakturant. Po \u010dase ale m\u016f\u017ee zjistit, \u017ee m\u00e1 talent na jin\u00e9 v\u011bci. V klasicky hierarchick\u00e9 firm\u011b je pak velmi obt\u00ed\u017en\u00e9 ho z pozice fakturanta vyv\u00e1zat, zat\u00edmco u n\u00e1s si m\u016f\u017ee zpest\u0159it pr\u00e1ci t\u00edm, co mu jde i mimo fakturov\u00e1n\u00ed. Samoz\u0159ejm\u011b to ale neznamen\u00e1, \u017ee pokud tu roli zast\u00e1v\u00e1 n\u011bkdo jin\u00fd, \u017ee mu m\u016f\u017ee jen tak ozn\u00e1mit, \u017ee odte\u010f bude d\u011blat i jeho pr\u00e1ci. Svoboda jednoho prost\u011b kon\u010d\u00ed tam, kde za\u010d\u00edn\u00e1 svoboda druh\u00e9ho.<\/p>\n\n\n\n

Jak jsem ji\u017e zmi\u0148oval, jednotliv\u00e9 role jsou evolu\u010dn\u00ed a vyv\u00edjej\u00ed se. V takov\u00e9m p\u0159\u00edpad\u011b mus\u00ed existovat spole\u010dn\u00e1 t\u00fdmov\u00e1 dohoda, kter\u00e1 ur\u010duje, jak k sob\u011b p\u0159istupujeme a jak v r\u00e1mci firmy fungujeme. Ve v\u011bt\u0161in\u011b p\u0159\u00edpad\u016f to je tak, \u017ee netrv\u00e1me na pevn\u00e9 pracovn\u00ed dob\u011b, d\u016fle\u017eit\u00e1 je pro n\u00e1s odveden\u00e1 pr\u00e1ce. Kdy\u017e toti\u017e chceme fungovat svobodn\u011b, nechci nikomu \u0159\u00edkat, \u017ee tady a tady mus\u00ed sed\u011bt od osmi do p\u011bti, pond\u011bl\u00ed a\u017e p\u00e1tek. My toti\u017e chceme fungovat na principech d\u016fv\u011bry a pevn\u00fdch vztah\u016f.<\/p>\n\n\n\n

Na druhou stranu je ale budov\u00e1n\u00ed vztah\u016f on-line t\u011b\u017ek\u00e9 a v\u00fdsledek b\u00fdv\u00e1 nekvalitn\u00ed, proto jsme se dohodli, \u017ee se ka\u017ed\u00fd p\u00e1tek uvid\u00edme v kancel\u00e1\u0159i, ale zbytek dn\u00ed nech\u00e1v\u00e1me na posouzen\u00ed ka\u017ed\u00e9ho zvl\u00e1\u0161\u0165. To je tedy m\u00edra svobody, kterou m\u00e1me. Op\u011bt tu plat\u00ed jist\u00e9 ale \u2013 svoboda mus\u00ed vych\u00e1zet ze spole\u010dn\u00fdch t\u00fdmov\u00fdch dohod, kter\u00e9 se tak\u00e9 d\u016fsledn\u011b dodr\u017euj\u00ed. Svoboda toti\u017e nen\u00ed anarchie. Stejn\u011b tak jako sebe\u0159\u00edzen\u00ed nen\u00ed anarchie. Sebe\u0159\u00edzen\u00ed vych\u00e1z\u00ed prim\u00e1rn\u011b ze m\u011b, j\u00e1 chci \u0159\u00eddit s\u00e1m svou pr\u00e1ci, chci b\u00fdt ten, kter\u00fd ovliv\u0148uje, jak\u00fdm zp\u016fsobem, jakou formou a kde pracuji, ale mus\u00edm v\u011bd\u011bt, na \u010dem pracuji, pro\u010d to tak je, mus\u00edm spolupracovat s ostatn\u00edmi a tak\u00e9 sd\u00edlet informace, co\u017e mimochodem v\u011bt\u0161inou hapruje nejv\u00edce.<\/p>\n\n\n\n

Ka\u017ed\u00fd m\u00e1 n\u011bjak\u00fd \u00favazek a je na jeho pln\u00e9 zodpov\u011bdnosti, zda ten \u00favazek dodr\u017euje nebo ne. J\u00e1 to nekontroluji, nikdo z n\u00e1s to nekontroluje, proto\u017ee kdy\u017e to ten dan\u00fd \u010dlov\u011bk bude \u201cfl\u00e1kat\u201d, d\u0159\u00edv nebo pozd\u011bji se to uk\u00e1\u017ee. M\u00e1me nastaven\u00e9 c\u00edle, ke kter\u00fdm m\u00e1 t\u00fdm i ka\u017ed\u00fd z n\u00e1s sm\u011b\u0159ovat, a podle nich se celkem jasn\u011b pozn\u00e1, zda svoji pr\u00e1ci odv\u00e1d\u00edme dob\u0159e. Pou\u017e\u00edv\u00e1me metodiku OKRs a hardcore tyrkys fans by n\u00e1m mo\u017en\u00e1 \u0159ekli, \u017ee to vlastn\u011b moc tyrkysov\u00e9 nen\u00ed. Oponoval bych, \u017ee na\u0161e OKRs<\/a> jsou tak\u00e9 evolu\u010dn\u00ed a maj\u00ed tendenci se v pr\u016fb\u011bhu roku prom\u011b\u0148ovat, ale to u\u017e slov\u00ed\u010dka\u0159\u00edm\u2026<\/p>\n\n\n\n

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\u0160imon Steffal spole\u010dn\u011b s HR expertkou Petrou Nul\u00ed\u010dkovou a spoluzakladatelem person\u00e1ln\u00edho start-upu Sloneek <\/a>Milanem Ratajem p\u0159ipravili Pr\u016fvodce talent managementem s podtitulem Jak z\u00edskat, udr\u017eet a rozv\u00edjet talentovan\u00e9 zam\u011bstnance<\/span>. Je pln\u00fd zaj\u00edmav\u00fdch tip\u016f z praxe a ke sta\u017een\u00ed je <\/span>ZDARMA<\/a>. <\/span><\/p>\n<\/blockquote>\n\n\n\n

Mohla by b\u00fdt ka\u017ed\u00e1 firma tyrkysov\u00e1?<\/strong><\/h2>\n\n\n\n

Mysl\u00edm, \u017ee ne. <\/strong>Jedna z v\u011bc\u00ed, o kter\u00e9 se moc nemluv\u00ed a je velmi d\u016fle\u017eit\u00e1, je to, \u017ee kdy\u017e se firma rozhodne j\u00edt cestou tyrkysov\u00e9ho modelu, tak to je\u0161t\u011b neznamen\u00e1, \u017ee lid\u00e9 jsou ochotn\u00ed se sebe\u0159\u00eddit a \u017ee se v\u016fbec um\u00ed sebe\u0159\u00eddit. My\u0161lenka svobody je skv\u011bl\u00e1, ale neznamen\u00e1 to automaticky, \u017ee to bude dob\u0159e fungovat a \u017ee to bude udr\u017eiteln\u00e9. Je celkem jist\u00e9, \u017ee n\u011bjak\u00e9 lidi po cest\u011b ztrat\u00edme. D\u016fle\u017eit\u00e9 je toti\u017e zm\u00ednit, \u017ee m\u00edra svobody pro ka\u017ed\u00e9ho z n\u00e1s znamen\u00e1 n\u011bco jin\u00e9ho, proto i v ka\u017ed\u00e9 firm\u011b bude znamenat n\u011bco jin\u00e9ho. Z\u00e1le\u017e\u00ed \u010dasto na kolektivn\u00ed dohod\u011b a tak\u00e9 individu\u00e1ln\u00edm vn\u00edm\u00e1n\u00ed. \u010casto je to hodn\u011b ovlivn\u011bn\u00e9 \u010dlov\u011bkem v \u010dele, \u0159editelem, majitelem, zakladatelem nebo managementem. Ur\u010dit\u011b existuj\u00ed firmy, kter\u00e9 tyrkysov\u00fd princip vyzkou\u0161ely a zjistily, \u017ee nen\u00ed pro n\u011b. Nebo si z n\u011bho vzaly jen \u010d\u00e1st n\u00e1stroj\u016f a to jim prozat\u00edm sta\u010d\u00ed. Typicky to b\u00fdv\u00e1 u firem, kter\u00e9 byly mal\u00e9 a rychle se rozrostly. Najednou u\u017e nemohou b\u00fdt tak svobodn\u00e9 a je nutn\u00e9 je v\u00edce \u010di m\u00e9n\u011b hierarchizovat, proto\u017ee jinak by to bylo jen t\u011b\u017eko udr\u017eiteln\u00e9.<\/p>\n\n\n\n

Jsou lid\u00e9, pro kter\u00e9 by bylo n\u00e1ro\u010dn\u00e9 nebo nemo\u017en\u00e9 fungovat v tyrkysov\u011b organizovan\u00e9 firm\u011b?<\/strong><\/span><\/h2>\n\n\n\n

Kdyby po tyrkysov\u00e9m \u0159\u00edzen\u00ed firem s\u00e1hl nap\u0159\u00edklad klasick\u00fd supermarket, vznikl by naprost\u00fd chaos. V ka\u017ed\u00e9 populaci je v\u017edycky pom\u011brn\u011b po\u010detn\u00e1 skupina lid\u00ed, kter\u00e9 posl\u00e1n\u00ed nebo vize jejich zam\u011bstnavatele nezaj\u00edm\u00e1, cht\u011bj\u00ed m\u00edt jistotu pr\u00e1ce, n\u00edzkou m\u00edru zodpov\u011bdnosti, plnit jasn\u011b dan\u00e9 \u00fakoly, kter\u00e9 po nich ide\u00e1ln\u011b n\u011bkdo zkontroluje, a po osmi hodin\u00e1ch j\u00edt dom\u016f. Takov\u00ed lid\u00e9 vn\u00edmaj\u00ed vysok\u00e9 n\u00e1roky negativn\u011b a velk\u00e1 zodpov\u011bdnost v pr\u00e1ci je nadm\u011brn\u011b stresuje. Kdyby v\u0161echny firmy fungovaly tyrkysov\u011b, tak se z toho tito zam\u011bstnanci i jejich \u0161\u00e9fov\u00e9 zbl\u00e1zn\u00ed. Nav\u00edc mo\u017enost realizace mohou m\u00edt lid\u00e9 jinde ne\u017e v pr\u00e1ci. Je t\u0159eba \u0159\u00edct, \u017ee i tento p\u0159\u00edstup je v po\u0159\u00e1dku a neznamen\u00e1 to, \u017ee jsou hor\u0161\u00ed nebo m\u00e9n\u011b pracovit\u00ed. Jejich p\u0159\u00edstup k pr\u00e1ci je zkr\u00e1tka jin\u00fd, a s t\u00edm je pot\u0159eba po\u010d\u00edtat. Takov\u00ed lid\u00e9 by byli v tyrkysov\u011b organizovan\u00e9 firm\u011b ne\u0161\u0165astn\u00ed a absolutn\u011b by to nefungovalo. A plat\u00ed to i naopak, kdybychom cht\u011bli direktivn\u00ed a tvrd\u011b hierarchick\u00e9 veden\u00ed uplat\u0148ovat na n\u011bkter\u00e9 organizace nebo firmy, tak by je to polo\u017eilo, proto\u017ee jsou v nich lid\u00e9, kte\u0159\u00ed si nedovedou p\u0159edstavit pracovat takov\u00fdm zp\u016fsobem. Tady vid\u00edm obrovsk\u00fd prostor pro employer branding a mo\u017enost sv\u011btu a potenci\u00e1ln\u00edm zam\u011bstnanc\u016fm ukazovat, jak to u \u201cn\u00e1s\u201d m\u00e1me a pro\u010d je to tak dob\u0159e.<\/p>\n\n\n\n

\n

\u201cVe firemn\u00ed populaci je podle Gallupu cca t\u0159etina lid\u00ed, kte\u0159\u00ed jsou anga\u017eovan\u00ed a cht\u011bj\u00ed \u0159\u00eddit sv\u016fj \u017eivot. Dal\u0161\u00ed cca \u010dtvrtina preferuje, aby jejich \u017eivot \u0159\u00eddil n\u011bkdo jin\u00fd a jsou ochotni vym\u011bnit \u010d\u00e1st sv\u00e9 svobody za jistotu a ni\u017e\u0161\u00ed zodpov\u011bdnost. A zbytek se pohybuje na ur\u010dit\u00e9 \u0161k\u00e1le a my m\u00e1me \u0161anci je pozitivn\u011b ovlivnit.\u201d<\/span><\/p>\n<\/blockquote>\n\n\n\n

Kter\u00e9 firmy jsou pro tyrkysov\u00e9 organizov\u00e1n\u00ed ide\u00e1ln\u00ed?<\/strong><\/h2>\n\n\n\n

Ze samotn\u00e9 podstaty po svobodn\u011bj\u0161\u00edm \u0159\u00edzen\u00ed sahaj\u00ed p\u0159edev\u0161\u00edm IT a tech firmy, ale i spole\u010dnosti z jin\u00fdch oblast\u00ed, nap\u0159\u00edklad nevl\u00e1dn\u00ed sektor, n\u011bkter\u00e9 \u010d\u00e1sti zdravotnictv\u00ed a dokonce i \u0161koly. V USA tento syst\u00e9m \u201cn\u011bjak\u201d funguje i v potravin\u00e1\u0159stv\u00ed nebo od\u011bvnictv\u00ed. Tady by bylo dobr\u00e9 zm\u00ednit, \u017ee nejsp\u00ed\u0161 \u017e\u00e1dn\u00e1 firma ve skute\u010dnosti tyrkysov\u00e1 nen\u00ed, jen je na cest\u011b k tomu ide\u00e1lu. My tam taky nejsme a mo\u017en\u00e1 nikdy nebudeme. Ale to neznamen\u00e1, \u017ee se p\u0159estaneme sna\u017eit. Skv\u011ble o tom p\u00ed\u0161e Pim de Moreee ve sv\u00e9m blog postu<\/a>.<\/p>\n\n\n\n

Mysl\u00edm, \u017ee uplatn\u011bn\u00ed tyrkysov\u00e9ho modelu fungov\u00e1n\u00ed spole\u010dnosti nez\u00e1le\u017e\u00ed ani tak na zam\u011b\u0159en\u00ed firmy nebo jej\u00ed velikosti, jako sp\u00ed\u0161e na filozofii veden\u00ed a velk\u00e9ho mno\u017estv\u00ed zam\u011bstnanc\u016f, kte\u0159\u00ed v tyrkysov\u00e9 firm\u011b cht\u011bj\u00ed pracovat.<\/p>\n\n\n\n

Jsou situace, kdy i tyrkysov\u00e9 firmy sahaj\u00ed po rigidn\u011bj\u0161\u00edm zp\u016fsobu veden\u00ed?<\/strong><\/h2>\n\n\n\n

Ano, takov\u00e9 situace mohou nastat, typicky se tak st\u00e1v\u00e1 v dob\u011b krize. Jak v\u00edme z historie, pro spole\u010dnost je typick\u00e9, \u017ee se v krizi sna\u017e\u00ed dr\u017eet jednoho l\u00eddra, od kter\u00e9ho o\u010dek\u00e1v\u00e1, \u017ee ji z krize vyvede. Co\u017e je p\u0159irozen\u00e9, proto\u017ee shoda nap\u0159\u00ed\u010d organizac\u00ed je v krizov\u00fdch momentech velmi n\u00e1ro\u010dn\u00e1, \u010dasto tak\u0159ka nemo\u017en\u00e1. Dobr\u00fdm p\u0159\u00edkladem m\u016f\u017ee b\u00fdt spole\u010dnost Applifting, kter\u00e1 je v \u010cesku, co se t\u00fd\u010de tyrkysov\u00e9ho modelu fungov\u00e1n\u00ed, asi nejd\u00e1l. I ona m\u00e1 pro krizov\u00e9 fungov\u00e1n\u00ed jasn\u011b dan\u00fd postup a syst\u00e9m delegace moci ve prosp\u011bch jednoho \u010dlov\u011bka, proto\u017ee tyrkysov\u00fd styl veden\u00ed nen\u00ed pro krizov\u00e9 situace \u00fapln\u011b vhodn\u00fd. N\u011bkdo toti\u017e mus\u00ed b\u00fdt p\u0159\u00edmo zodpov\u011bdn\u00fd za fin\u00e1ln\u00ed rozhodnut\u00ed, kter\u00e9 se t\u00fdk\u00e1 cel\u00e9 firmy.<\/p>\n\n\n\n

Kdyby za v\u00e1mi nyn\u00ed p\u0159i\u0161el \u0161\u00e9f nebo \u0161\u00e9fka n\u011bjak\u00e9 firmy, kte\u0159\u00ed by cht\u011bli dan\u00fd podnik nasm\u011brovat v\u00edce sm\u011brem tyrkysov\u00e9mu fungov\u00e1n\u00ed, co byste j\u00ed nebo jemu \u0159ekl? <\/strong><\/h2>\n\n\n\n

Musel bych se zeptat na v\u00edce ot\u00e1zek, abych si byl jist\u00fd, \u017ee pro firmu je takov\u00e9 \u0159e\u0161en\u00ed re\u00e1ln\u00e9 a u\u017eite\u010dn\u00e9. Pro\u010d chcete, aby va\u0161e firma fungovala na principech svobody? Pro\u010d je to pro v\u00e1s d\u016fle\u017eit\u00e9? Chcete to jen vy nebo i va\u0161i zam\u011bstnanci? Pokud by z odpov\u011bd\u00ed vyplynulo, \u017ee cel\u00e1 v\u011bc d\u00e1v\u00e1 smysl, zam\u011b\u0159il bych se na p\u0159edstupn\u011b tyrkysov\u00e9ho \u0159\u00edzen\u00ed. Ty by zahrnovaly nap\u0159\u00edklad komunikaci v r\u00e1mci firmy, zda v n\u00ed dob\u0159e funguje bezpe\u010dn\u00e1 atmosf\u00e9ra a zp\u011btn\u00e1 vazba, zda se zam\u011bstnanci c\u00edt\u00ed v pohod\u011b nebo jestli se nepot\u00fdkaj\u00ed s bossingem, kulturou lhan\u00ed, politika\u0159en\u00edm a dal\u0161\u00edmi toxick\u00fdmi projevy.<\/p>\n\n\n\n

Na co firmy p\u0159i p\u0159echodu na tyrkys nej\u010dast\u011bji nar\u00e1\u017e\u00ed nebo na co jste nar\u00e1\u017eeli vy?<\/strong><\/h2>\n\n\n\n

Jsou to dv\u011b v\u011bci \u2013 srozumitelnost a zodpov\u011bdnost. Je t\u0159eba si jasn\u011b stanovit pravidla, podle kter\u00fdch bude firma fungovat. Co v\u0161echno a kdo mus\u00ed d\u011blat, jak pozn\u00e1, \u017ee to d\u011bl\u00e1 dob\u0159e, jak\u00e1 m\u016f\u017ee d\u011blat rozhodnut\u00ed i kde za\u010d\u00edn\u00e1 a kon\u010d\u00ed osobn\u00ed zodpov\u011bdnost. To je pro tyrkysov\u00e9 firmy alfa a omega.<\/p>\n\n\n\n

Probl\u00e9m pak tak\u00e9 nast\u00e1v\u00e1 v tom, \u017ee \u010d\u00edm nejist\u011bj\u0161\u00ed lid\u00e9 jsou, t\u00edm t\u011b\u017e\u0161\u00ed pro n\u011b sebe\u0159\u00edzen\u00ed je. Ze svobody se tak paradoxn\u011b st\u00e1v\u00e1 nesvoboda, proto\u017ee stres z p\u0159em\u00edry volnosti takov\u00e9ho \u010dlov\u011bka dok\u00e1\u017ee zcela paralyzovat.<\/p>\n\n\n\n

Co byste poradil zam\u011bstnanc\u016fm, kte\u0159\u00ed p\u0159ich\u00e1zej\u00ed z hierarchicky veden\u00e9 firmy do t\u00e9, kter\u00e1 funguje na svobodn\u011bj\u0161\u00edch principech? <\/strong><\/h2>\n\n\n\n

M\u011bli by m\u00edt jasno, co budou d\u011blat, co obn\u00e1\u0161\u00ed jejich role i jak\u00fdm zp\u016fsobem budou moci d\u011blat rozhodnut\u00ed a kde jsou hranice. Jako konkr\u00e9tn\u00ed p\u0159\u00edklad mohu uv\u00e9st, kdy\u017e k n\u00e1m p\u0159i\u0161la kolegyn\u011b zvykl\u00e1 na rigidn\u00ed syst\u00e9m  st\u00e1tn\u00ed spr\u00e1vy. Byl to pro ni obrat o 180 stup\u0148\u016f, \u010dasto byla p\u0159ekvapen\u00e1, \u017ee m\u016f\u017ee sama rozhodovat o v\u011bcech, m\u00edt je pln\u011b v kompetenci a n\u00e9st za n\u011b zodpov\u011bdnost. Tak\u00e9 ji stresovala mo\u017enost, \u017ee ud\u011bl\u00e1 chybn\u00e9 rozhodnut\u00ed, na co\u017e jsem j\u00ed nej\u010dast\u011bji \u0159\u00edkal, \u017ee se alespo\u0148 chybou nau\u010d\u00ed n\u011bco nov\u00e9ho. Obecn\u011b se d\u00e1 \u0159\u00edct, \u017ee kdy\u017e vyr\u016fst\u00e1me v rigidn\u00edm prost\u0159ed\u00ed se\u0161n\u011brovan\u00e9m silnou hierarchi\u00ed, typicky nap\u0159\u00edklad ve v\u011bt\u0161in\u011b \u0161kol, tak je pro n\u00e1s najednou n\u00e1ro\u010dn\u00e9 m\u00edt moc nad sebou jen ve sv\u00fdch vlastn\u00edch ruk\u00e1ch.<\/p>\n\n\n\n

A jak to funguje naopak? P\u0159i p\u0159\u00edchodu ze svobodn\u00e9 firmy do t\u00e9 m\u00e9n\u011b svobodn\u00e9?<\/strong><\/h2>\n\n\n\n

Ta mo\u017enost mi p\u0159ipad\u00e1 velmi n\u00e1ro\u010dn\u00e1, ne-li nemo\u017en\u00e1. Lid\u00e9 jsou sice velmi adaptabiln\u00ed jedinci, ale sp\u00ed\u0161e o\u010dek\u00e1v\u00e1m, \u017ee kdo pracoval ve svobodn\u011bj\u0161\u00ed firm\u011b, bude si novou pr\u00e1ci hledat ve firm\u011b se stejn\u00fdm nebo podobn\u00fdm modelem organizov\u00e1n\u00ed \u010di uspo\u0159\u00e1d\u00e1n\u00ed. Nemus\u00ed b\u00fdt nutn\u011b svobodn\u00e1, ale nap\u0159\u00edklad p\u0159\u00e1telsk\u00e1 \u010di p\u0159\u00edv\u011btiv\u00e1, se \u0161\u00e9fem, kter\u00fd nebude idiot. Kdy\u017e nad t\u00edm tak p\u0159em\u00fd\u0161l\u00edm, pokud bych se c\u00edtil vy\u010derpan\u00fd, mo\u017en\u00e1 bych mohl takov\u00fd v\u00fdlet do v\u00edce hierarchicky \u0159\u00edzen\u00e9 firmy br\u00e1t jako formu dovolen\u00e9. (sm\u00edch)<\/p>\n\n\n\n

Lze \u0159\u00edct, jak to bude vypadat v budoucnu?<\/strong><\/span><\/h2>\n\n\n\n

Nem\u00e1m tu\u0161en\u00ed. H\u00e1d\u00e1m, \u017ee jednotliv\u00e9 struktury veden\u00ed budou existovat vedle sebe a zdokonalovat se a tipuji, \u017ee se \u010d\u00edm d\u00e1l t\u00edm v\u00edce firem bude pou\u0161t\u011bt do experiment\u016f se svobodn\u011bj\u0161\u00edmi formami \u0159\u00edzen\u00ed. Jestli ale natrvalo, nebo se budou vracet zp\u011bt k hierarchii moci a centralizaci, si v\u016fbec netrouf\u00e1m odhadovat. Se v\u0161\u00edm tak\u00e9 zam\u00edchaj\u00ed nastupuj\u00edc\u00ed generace a jejich pot\u0159eby a hodnotov\u00e9 nastaven\u00ed. Tak \u010di tak se na tu budoucnost hodn\u011b t\u011b\u0161\u00edm!<\/p>\n\n\n\n

\u0160imonovi d\u011bkujeme za skv\u011bl\u00fd a velmi inspirativn\u00ed rozhovor!<\/p>\n\n\n\n

\n

\u0160imon vystudoval psychologii na UNYP\/Empire State College a diplomacii na Anglo-americk\u00e9 univerzit\u011b. Je akreditovan\u00fdm mentorem a \u010dlenem EMCC. V\u011bnuje se mezilidsk\u00e9 komunikaci, rozvoji t\u00fdm\u016f, lid\u00ed a (u\u010d\u00edc\u00edch se) organizac\u00ed. R\u00e1d a \u010dasto tak\u00e9 mluv\u00ed o nastaven\u00ed mysli a pracuje s n\u00edm. D\u00edky sv\u00fdm mnohalet\u00fdm zku\u0161enostem s rozvojem lid\u00ed a v\u00e1\u0161n\u00ed pro aplikovanou psychologii dok\u00e1\u017ee poskytnout hlubok\u00e9 vhledy do nejr\u016fzn\u011bj\u0161\u00edch situac\u00ed \u2013 od komunikace a emo\u010dn\u00ed inteligence p\u0159es skupinovou dynamiku, principy seberozvoje a\u017e po pr\u00e1ci se zp\u011btnou vazbou, ment\u00e1ln\u00edmi modely nebo rozvojem t\u00fdm\u016f a komunit. \u0160imon je zakladatelem a spolumajitelem tyrkysov\u00e9 spole\u010dnosti Mindset Mentors.<\/span><\/p>\n<\/blockquote>\n","protected":false},"featured_media":21074,"template":"","meta":{"_acf_changed":false,"_acf":"","inline_featured_image":false,"footnotes":""},"class_list":["post-21073","blog","type-blog","status-publish","has-post-thumbnail","hentry","blog_categories-tipy-a-triky"],"acf":[],"yoast_head":"\nTyrkysov\u00e9 firmy nejsou anarchie- Sloneek<\/title>\n<meta name=\"description\" content=\"P\u0159e\u010dt\u011bte si rozhovor s mentorem, 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