{"id":51385,"date":"2026-01-08T22:31:39","date_gmt":"2026-01-08T21:31:39","guid":{"rendered":"https:\/\/www.sloneek.com\/?post_type=blog&p=51385"},"modified":"2026-08-13T13:11:07","modified_gmt":"2026-08-13T11:11:07","slug":"typy-organizaci","status":"publish","type":"blog","link":"https:\/\/www.sloneek.com\/cs\/blog\/typy-organizaci\/","title":{"rendered":"Typy organizac\u00ed podle barev"},"content":{"rendered":"\n

V\u011bd\u011bli jste, \u017ee firmy se daj\u00ed popsat podle toho, jak\u00fdm zp\u016fsobem funguj\u00ed a rozhoduj\u00ed? Mo\u017en\u00e1 jste u\u017e sly\u0161eli o tyrkysov\u00fdch organizac\u00edch<\/a>. O t\u011bch, kde si lid\u00e9 \u0159\u00edd\u00ed pr\u00e1ci sami a hierarchie v nich moc nefr\u010d\u00ed. Ale v\u00edte, \u017ee existuj\u00ed i dal\u0161\u00ed \u201ebarevn\u00e9\u201c typy organizac\u00ed a ka\u017ed\u00fd z nich \u0159\u00edk\u00e1 n\u011bco jin\u00e9ho o tom, jak m\u00e1 firma nastaven\u00e9 fungov\u00e1n\u00ed? <\/strong><\/p>\n\n\n\n

Pr\u00e1v\u011b to popsal Frederic Laloux v knize Budoucnost organizac\u00ed (Reinventing Organizations, 2014). A \u010d\u00edm v\u00edc se do toho pono\u0159\u00edte, t\u00edm v\u00edc v\u00e1m za\u010dne zapadat, pro\u010d n\u011bkter\u00e9 v\u011bci ve firm\u00e1ch jdou hladce a jin\u00e9 prost\u011b drhnou.<\/p>\n\n\n\n

Co znamen\u00e1 barevn\u00e1 typologie organizac\u00ed podle Lalouxe<\/strong><\/b><\/h2>\n\n\n\n

Barevn\u00e1 typologie organizac\u00ed stoj\u00ed na jednoduch\u00e9m pozorov\u00e1n\u00ed. To, jak spolu lid\u00e9 ve firm\u00e1ch spolupracuj\u00ed, se v \u010dase prom\u011b\u0148uje. Jak roste slo\u017eitost sv\u011bta kolem n\u00e1s, m\u011bn\u00ed se i to, jak ch\u00e1peme autoritu, odpov\u011bdnost a rozhodov\u00e1n\u00ed. Pr\u00e1v\u011b tenhle v\u00fdvoj sledoval Frederic Laloux<\/strong><\/b>, kdy\u017e zkoumal fungov\u00e1n\u00ed organizac\u00ed nap\u0159\u00ed\u010d obory a sv\u00e9 z\u00e1v\u011bry shrnul v knize Budoucnost organizac\u00ed.<\/p>\n\n\n\n

Jednotliv\u00e9 barvy pak nab\u00edzej\u00ed r\u016fzn\u00e9 \u00fahly pohledu na to, jak firmy reaguj\u00ed na realitu sv\u00e9 doby. Ka\u017ed\u00e1 klade d\u016fraz na jin\u00fd zp\u016fsob pr\u00e1ce s moc\u00ed, \u0159\u00e1dem, v\u00fdkonem nebo vztahy.<\/strong><\/b> Smysl se v\u017edy odv\u00edj\u00ed od konkr\u00e9tn\u00ed firmy, lid\u00ed v n\u00ed a prost\u0159ed\u00ed, ve kter\u00e9m se pohybuje.<\/p>\n\n\n\n

P\u0159ehled typ\u016f organizac\u00ed<\/strong><\/b><\/h2>\n\n\n\n

Mo\u017en\u00e1 v\u00e1m te\u010f hlavou b\u011b\u017e\u00ed ot\u00e1zka, jakou barvu m\u00e1 vlastn\u011b va\u0161e firma. Jestli u v\u00e1s hraje hlavn\u00ed roli v\u00fdkon, \u0159\u00e1d, vztahy, nebo v\u011bt\u0161\u00ed volnost a samostatnost. Pr\u00e1v\u011b tady vyu\u017eijete  Laloux\u016fv model. Popisuje p\u011bt z\u00e1kladn\u00edch typ\u016f organizac\u00ed a ke ka\u017ed\u00e9mu pou\u017e\u00edv\u00e1 srozumitelnou metaforu. \u010cerven\u00e1 p\u0159ipom\u00edn\u00e1 sme\u010dku, kde rozhoduje s\u00edla, \u017elut\u00e1 funguje jako arm\u00e1da s jasn\u00fdmi pravidly, oran\u017eov\u00e1 se chov\u00e1 jako stroj zam\u011b\u0159en\u00fd na v\u00fdsledky, zelen\u00e1 stav\u00ed na vztaz\u00edch podobn\u011b jako rodina a tyrkysov\u00e1 p\u0159ipom\u00edn\u00e1 \u017eiv\u00fd organismus, kter\u00fd se pr\u016fb\u011b\u017en\u011b u\u010d\u00ed a vyv\u00edj\u00ed.<\/p>\n\n\n\n

P\u0159ehledov\u00e1 tabulka typ\u016f organizac\u00ed podle Lalouxe<\/strong><\/b><\/h3>\n\n\n\n
\n

Oblast<\/strong><\/b><\/p>\n<\/td>

\n

\ud83d\udd34<\/strong><\/b> \u010cerven\u00e1<\/strong><\/b><\/p>\n<\/td>

\n

\ud83d\udfe1<\/strong><\/b> \u017dlut\u00e1<\/strong><\/b><\/p>\n<\/td>

\n

\ud83d\udfe0<\/strong><\/b> Oran\u017eov\u00e1<\/strong><\/b><\/p>\n<\/td>

\n

\ud83d\udfe2<\/strong><\/b> Zelen\u00e1<\/strong><\/b><\/p>\n<\/td>

\n

\ud83d\udd35<\/strong><\/b> Tyrkysov\u00e1 (Teal)<\/strong><\/b><\/p>\n<\/td><\/tr>

\n

Metafora<\/strong><\/b><\/p>\n<\/td>

\n

Vl\u010d\u00ed sme\u010dka<\/p>\n<\/td>

\n

Arm\u00e1da<\/p>\n<\/td>

\n

Stroj<\/p>\n<\/td>

\n

Rodina<\/p>\n<\/td>

\n

\u017div\u00fd organismus<\/p>\n<\/td><\/tr>

\n

Z\u00e1kladn\u00ed princip<\/strong><\/b><\/p>\n<\/td>

\n

Moc a s\u00edla<\/p>\n<\/td>

\n

\u0158\u00e1d a pravidla<\/p>\n<\/td>

\n

V\u00fdkon a \u00fasp\u011bch<\/p>\n<\/td>

\n

Hodnoty a vztahy<\/p>\n<\/td>

\n

Smysl a evoluce<\/p>\n<\/td><\/tr>

\n

Styl \u0159\u00edzen\u00ed<\/strong><\/b><\/p>\n<\/td>

\n

Autoritativn\u00ed<\/p>\n<\/td>

\n

P\u0159\u00edkazov\u00fd shora dol\u016f<\/p>\n<\/td>

\n

Mana\u017eersk\u00fd, c\u00edlov\u00fd<\/p>\n<\/td>

\n

Participativn\u00ed<\/p>\n<\/td>

\n

Sebe\u0159\u00edzen\u00ed<\/p>\n<\/td><\/tr>

\n

Rozhodov\u00e1n\u00ed<\/strong><\/b><\/p>\n<\/td>

\n

V\u016fdce rozhoduje<\/p>\n<\/td>

\n

Nad\u0159\u00edzen\u00ed rozhoduj\u00ed<\/p>\n<\/td>

\n

Management podle dat<\/p>\n<\/td>

\n

Konsensus<\/p>\n<\/td>

\n

Ten, koho se to t\u00fdk\u00e1<\/p>\n<\/td><\/tr>

\n

Struktura<\/strong><\/b><\/p>\n<\/td>

\n

Neform\u00e1ln\u00ed<\/p>\n<\/td>

\n

Pevn\u00e1 hierarchie<\/p>\n<\/td>

\n

Pyramidov\u00e1<\/p>\n<\/td>

\n

M\u00e9n\u011b hierarchick\u00e1<\/p>\n<\/td>

\n

Ploch\u00e1<\/p>\n<\/td><\/tr>

\n

Role lid\u00ed<\/strong><\/b><\/p>\n<\/td>

\n

Pod\u0159\u00edzen\u00ed<\/p>\n<\/td>

\n

Nositel\u00e9 role<\/p>\n<\/td>

\n

V\u00fdkonn\u00ed pracovn\u00edci<\/p>\n<\/td>

\n

Anga\u017eovan\u00ed a spolupracuj\u00edc\u00ed zam\u011bstanci<\/p>\n<\/td>

\n

Zodpov\u011bdn\u00ed partne\u0159i<\/p>\n<\/td><\/tr>

\n

Motivace<\/strong><\/b><\/p>\n<\/td>

\n

Strach, p\u0159e\u017eit\u00ed<\/p>\n<\/td>

\n

Povinnost, loajalita<\/p>\n<\/td>

\n

Odm\u011bny, kari\u00e9ra<\/p>\n<\/td>

\n

Smysl, soun\u00e1le\u017eitost<\/p>\n<\/td>

\n

Vnit\u0159n\u00ed motivace<\/p>\n<\/td><\/tr>

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Pohled na \u010dlov\u011bka<\/strong><\/b><\/p>\n<\/td>

\n

N\u00e1stroj<\/p>\n<\/td>

\n

Sou\u010d\u00e1st syst\u00e9mu<\/p>\n<\/td>

\n

Zdroj<\/p>\n<\/td>

\n

\u010clov\u011bk s pot\u0159ebami<\/p>\n<\/td>

\n

Celistv\u00e1 bytost<\/p>\n<\/td><\/tr>

\n

Stabilita<\/strong><\/b><\/p>\n<\/td>

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N\u00edzk\u00e1<\/p>\n<\/td>

\n

Vysok\u00e1<\/p>\n<\/td>

\n

St\u0159edn\u00ed<\/p>\n<\/td>

\n

St\u0159edn\u00ed<\/p>\n<\/td>

\n

Dynamick\u00e1<\/p>\n<\/td><\/tr>

\n

Typick\u00e9 siln\u00e9 str\u00e1nky<\/strong><\/b><\/p>\n<\/td>

\n

Rychlost v chaosu<\/p>\n<\/td>

\n

\u0158\u00e1d, \u0161k\u00e1lovatelnost<\/p>\n<\/td>

\n

V\u00fdkon, efektivita<\/p>\n<\/td>

\n

Engagement, kultura<\/p>\n<\/td>

\n

Flexibilita, smysl<\/p>\n<\/td><\/tr>

\n

Typick\u00e1 rizika<\/strong><\/b><\/p>\n<\/td>

\n

Chaos, n\u00e1sil\u00ed<\/p>\n<\/td>

\n

Zkostnat\u011blost<\/p>\n<\/td>

\n

Vyho\u0159en\u00ed, cynismus<\/p>\n<\/td>

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Pomalost, iluze rovnosti<\/p>\n<\/td>

\n

Chaos bez zralosti<\/p>\n<\/td><\/tr>

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Kde d\u00e1v\u00e1 smysl<\/strong><\/b><\/p>\n<\/td>

\n

Krize, ohro\u017een\u00ed<\/p>\n<\/td>

\n

Stabiln\u00ed prost\u0159ed\u00ed<\/p>\n<\/td>

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Konkuren\u010dn\u00ed trhy<\/p>\n<\/td>

\n

Employer branding<\/p>\n<\/td>

\n

Komplexn\u00ed sv\u011bt<\/p>\n<\/td><\/tr>

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P\u0159\u00edklady<\/strong><\/b><\/p>\n<\/td>

\n

Gangy<\/p>\n<\/td>

\n

Arm\u00e1da, \u00fa\u0159ady<\/p>\n<\/td>

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Korporace<\/p>\n<\/td>

\n

v\u011bdomostn\u00ed organizace, firmy zalo\u017een\u00e9 na siln\u00e9 kultu\u0159e a vztaz\u00edch<\/p>\n<\/td>

\n

Organizace se sebe\u0159\u00edzen\u00fdmi t\u00fdmy<\/p>\n<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

\u010cerven\u00e1 organizace, kdy\u017e rozhoduje s\u00edla a rychlost<\/strong><\/b><\/h2>\n\n\n\n

\u010cerven\u00e1 organizace funguje tam, kde je sv\u011bt vn\u00edm\u00e1n jako nebezpe\u010dn\u00e9 m\u00edsto a hlavn\u00ed prioritou je p\u0159e\u017e\u00edt<\/strong><\/b>. Typick\u00fdm p\u0159\u00edkladem jsou gangy nebo mafie. V \u010dele stoj\u00ed siln\u00fd v\u016fdce, kter\u00fd m\u00e1 moc nad ostatn\u00edmi a d\u00e1v\u00e1 ji najevo. Rozhoduje rychle, \u010dasto impulzivn\u011b, a o\u010dek\u00e1v\u00e1 bezpodm\u00edne\u010dnou loajalitu. Vztahy dr\u017e\u00ed pohromad\u011b strach a osobn\u00ed vazby<\/strong><\/b>, ne form\u00e1ln\u00ed struktura.<\/p>\n\n\n\n

Tenhle model je zna\u010dn\u011b nestabiln\u00ed<\/strong><\/b>. Neust\u00e1le doch\u00e1z\u00ed k boj\u016fm o pozice a autoritu, proto\u017ee jakmile v\u016fdce zesl\u00e1bne, n\u011bkdo jin\u00fd se ho pokus\u00ed nahradit. \u010cerven\u00e1 organizace dok\u00e1\u017ee skv\u011ble fungovat v krizi<\/strong><\/b>, dlouhodob\u011b ale lidi vy\u010derp\u00e1v\u00e1 a br\u00e1n\u00ed udr\u017eiteln\u00e9mu r\u016fstu<\/strong><\/b>.<\/p>\n\n\n\n

\u017dlut\u00e1 organizace, kdy\u017e m\u00e1 sv\u011bt jasn\u00fd \u0159\u00e1d<\/strong><\/b><\/h2>\n\n\n\n

\u017dlut\u00e9 organizace stav\u00ed na pevn\u00e9m \u0159\u00e1du, jasn\u00e9 hierarchii a striktn\u011b dan\u00fdch pravidlech.<\/strong><\/b> Typick\u00fdmi p\u0159\u00edklady jsou arm\u00e1da, c\u00edrkev, \u00fa\u0159ady nebo \u0161kolstv\u00ed. Ka\u017ed\u00fd m\u00e1 p\u0159esn\u011b vymezenou roli, v\u00ed, komu je pod\u0159\u00edzen\u00fd, a pln\u00ed pokyny nad\u0159\u00edzen\u00fdch. Autorita vych\u00e1z\u00ed z funkce, ne z osobn\u00ed s\u00edly jednotlivce.<\/p>\n\n\n\n

Tento model umo\u017enil vznik velk\u00fdch, stabiln\u00edch instituc\u00ed a dlouhodob\u00e9 pl\u00e1nov\u00e1n\u00ed<\/strong><\/b>. Z\u00e1rove\u0148 ale vytv\u00e1\u0159\u00ed prost\u0159ed\u00ed, kde se iniciativa p\u0159esouv\u00e1 nahoru a lid\u00e9 dole se soust\u0159ed\u00ed hlavn\u011b na pln\u011bn\u00ed \u00fakol\u016f<\/strong><\/b>. V dynamick\u00e9m sv\u011bt\u011b pak m\u016f\u017ee p\u016fsobit rigidn\u011b<\/strong><\/b>, zpomalovat reakce na zm\u011bny a zvy\u0161ovat obavu z chyb.<\/p>\n\n\n\n

Oran\u017eov\u00e1 organizace, v\u00fdkon, c\u00edle a tlak na v\u00fdsledky<\/strong><\/b><\/h2>\n\n\n\n

Oran\u017eov\u00e1 organizace je dnes nejb\u011b\u017en\u011bj\u0161\u00ed realita v\u011bt\u0161iny firem<\/strong><\/b>, hlavn\u011b korporac\u00ed<\/strong><\/b> a rychle rostouc\u00edch spole\u010dnost\u00ed. Vych\u00e1z\u00ed z p\u0159esv\u011bd\u010den\u00ed, \u017ee sv\u011bt lze \u0159\u00eddit pomoc\u00ed pl\u00e1nov\u00e1n\u00ed, m\u011b\u0159en\u00ed a optimalizace.<\/strong><\/b> Typick\u00e9 je pyramidov\u00e9 uspo\u0159\u00e1d\u00e1n\u00ed<\/strong><\/b>, jasn\u011b dan\u00e9 c\u00edle a metriky, jako jsou KPI nebo OKR<\/strong><\/b><\/a>. Mana\u017ee\u0159i maj\u00ed zodpov\u011bdnost za v\u00fdsledky a relativn\u00ed volnost v tom, jak se k nim dostanou.<\/p>\n\n\n\n

Tenhle model p\u0159inesl obrovsk\u00fd ekonomick\u00fd rozvoj, r\u016fst a schopnost \u0161k\u00e1lovat byznys. Z\u00e1rove\u0148 ale vytv\u00e1\u0159\u00ed siln\u00fd tlak na v\u00fdkon<\/strong><\/b> a srovn\u00e1v\u00e1n\u00ed. Inovace se st\u00e1vaj\u00ed n\u00e1strojem konkuren\u010dn\u00edho boje a pr\u00e1ce se snadno z\u00fa\u017e\u00ed na \u010d\u00edsla. Postupn\u011b se pak objevuje stres, \u00fanava a cynismus<\/strong><\/b>. To je ten moment, kdy firmy hledaj\u00ed cestu, jak spojit v\u00fdkon s dlouhodobou udr\u017eitelnost\u00ed.<\/p>\n\n\n\n

\"\"
Ide\u00e1ln\u00ed typ organizace neexistuje.<\/figcaption><\/figure>\n\n\n\n

Zelen\u00e1 organizace, hodnoty, kultura a vztahy<\/strong><\/b><\/h2>\n\n\n\n

Zelen\u00e1 organizace vznik\u00e1 jako reakce na \u00fanavu z neust\u00e1l\u00e9ho tlaku na v\u00fdkon. Typick\u00fdm p\u0159\u00edkladem b\u00fdvaj\u00ed v\u011bdomostn\u00ed organizace<\/strong><\/b>, kde hierarchie ustupuje do pozad\u00ed a do pop\u0159ed\u00ed se dost\u00e1vaj\u00ed vztahy, hodnoty a firemn\u00ed kultura<\/strong><\/b><\/a>. Firmy o sob\u011b \u010dasto mluv\u00ed jako o jedn\u00e9 rodin\u011b a zd\u016fraz\u0148uj\u00ed soun\u00e1le\u017eitost, d\u016fv\u011bru a p\u00e9\u010di o lidi.<\/strong><\/b> Roste d\u016fraz na wellbeing<\/strong><\/b><\/a>, <\/strong><\/b>anga\u017eovanost <\/strong><\/b><\/a>a employer branding<\/strong><\/b>, proto\u017ee spokojen\u00ed lid\u00e9 maj\u00ed p\u0159in\u00e1\u0161et lep\u0161\u00ed v\u00fdsledky.<\/p>\n\n\n\n

Zelen\u00fd p\u0159\u00edstup dok\u00e1\u017ee v\u00fdrazn\u011b pos\u00edlit loajalitu a pocit smysluplnosti pr\u00e1ce. Z\u00e1rove\u0148 klade vysok\u00e9 n\u00e1roky na komunikaci<\/strong><\/b> a schopnost \u0159e\u0161it konflikty otev\u0159en\u011b. Pokud se probl\u00e9my zametaj\u00ed pod koberec ve jm\u00e9nu harmonie, rozhodov\u00e1n\u00ed se zpomaluje a nap\u011bt\u00ed z\u016fst\u00e1v\u00e1 skryt\u00e9.<\/p>\n\n\n\n

Zelen\u00e1 organizace se zd\u00e1 b\u00fdt tedy ide\u00e1lem, kter\u00e9mu se nyn\u00ed mnoho spole\u010dnost\u00ed sna\u017e\u00ed p\u0159ibl\u00ed\u017eit, bohu\u017eel n\u011bkdy tyto snahy z\u016fst\u00e1vaj\u00ed pouze na n\u00e1st\u011bnk\u00e1ch a realita se \u017eije st\u00e1le oran\u017eov\u011b. I tak to ale vn\u00edm\u00e1m jako dobrou prvn\u00ed vla\u0161tovku. N\u011bjak se za\u010d\u00edt mus\u00ed.<\/p>\n\n\n\n

Co je tyrkysov\u00e1 organizace a pro\u010d nen\u00ed pro ka\u017ed\u00e9ho<\/strong><\/b><\/h2>\n\n\n\n

Mo\u017en\u00e1 si te\u010f \u0159\u00edk\u00e1te, kdy\u017e zelen\u00e1 zn\u00ed tak rozumn\u011b, k \u010demu jsou potom tyrkysov\u00e9 organizace a m\u00e1 smysl se k nim v\u016fbec p\u0159ibli\u017eovat<\/a>? Tyrkysov\u00fd p\u0159\u00edstup jde je\u0161t\u011b o krok d\u00e1l. Organizace funguje bez klasick\u00e9 hierarchie, m\u00e1 plochou strukturu a stoj\u00ed na sebe\u0159\u00edzen\u00ed<\/strong><\/b>. Lid\u00e9 si domlouvaj\u00ed pr\u00e1ci p\u0159\u00edmo mezi sebou a rozhoduj\u00ed tam, kde maj\u00ed nejv\u011bt\u0161\u00ed p\u0159ehled a odpov\u011bdnost. Ne\u010dek\u00e1 se na schv\u00e1len\u00ed shora, v\u011bci se \u0159e\u0161\u00ed rovnou.<\/p>\n\n\n\n

Pro spoustu firem je to sp\u00ed\u0161 sm\u011br ne\u017e c\u00edlov\u00e1 stanice. Po\u010d\u00edt\u00e1 se toti\u017e s t\u00edm, \u017ee lid\u00e9 cht\u011bj\u00ed a um\u00ed p\u0159evz\u00edt odpov\u011bdnost, mluv\u00ed otev\u0159en\u011b a zvl\u00e1dnou \u0159e\u0161it konflikty bez dozoru<\/strong><\/b>. Leadership tu po\u0159\u00e1d je, jen v jin\u00e9 roli. Ud\u00e1v\u00e1 sm\u011br, hl\u00edd\u00e1 r\u00e1mec a kulturu. V praxi proto firmy \u010dasto sahaj\u00ed po vybran\u00fdch tyrkysov\u00fdch principech a kombinuj\u00ed je<\/strong><\/b> s t\u00edm, co u\u017e jim funguje.<\/p>\n\n\n\n

Nejlep\u0161\u00ed typ organizace neexistuje<\/strong><\/b><\/h2>\n\n\n\n

Tak co, na\u0161li jste se v n\u011bkter\u00e9 barv\u011b? Nebo v\u00e1m hlavou sp\u00ed\u0161 prob\u011bhlo: \u201eHele, u n\u00e1s je to ka\u017ed\u00fd t\u00fdden trochu jinak.\u201c Pokud m\u00e1te pocit, \u017ee je va\u0161e firma pestrobarevn\u00e1, tak bu\u010fte v klidu. P\u0159esn\u011b tohle je realita v\u011bt\u0161iny organizac\u00ed.<\/p>\n\n\n\n

Barevn\u00e1 typologie organizac\u00ed ne\u0159\u00edk\u00e1, \u017ee jedna barva je v\u00fdhra a ostatn\u00ed p\u0159e\u017eitek. Ukazuje, \u017ee ka\u017ed\u00fd zp\u016fsob fungov\u00e1n\u00ed m\u00e1 sv\u016fj \u010das a sv\u00e9 m\u00edsto. N\u011bkdy pot\u0159ebujete v\u00fdkon, jindy vztahy, jindy jasn\u00fd \u0159\u00e1d. A n\u011bkdy prost\u011b rychl\u00e9 rozhodnut\u00ed bez dlouh\u00fdch debat. Firmy proto b\u011b\u017en\u011b p\u0159ep\u00ednaj\u00ed mezi r\u016fzn\u00fdmi p\u0159\u00edstupy podle situace, i kdy\u017e to tak nikdo ofici\u00e1ln\u011b nepojmenov\u00e1v\u00e1.<\/p>\n\n\n\n

Kdy\u017e i hodn\u011b svobodn\u00e1 firma v krizi s\u00e1hne po jasn\u00e9m veden\u00ed, nen\u00ed to krok zp\u00e1tky. Je to schopnost reagovat na to, co se skute\u010dn\u011b d\u011bje, ne dr\u017eet se obrazu, kter\u00fd dob\u0159e vypad\u00e1 navenek.<\/p>\n\n\n\n

Co si z toho odn\u00e9st?<\/strong><\/b><\/h2>\n\n\n\n

Kdy\u017e to vezmeme \u00fapln\u011b jednodu\u0161e, Laloux\u016fv model v\u00e1m pom\u016f\u017ee ud\u011blat si po\u0159\u00e1dek v tom, jak to u v\u00e1s doopravdy chod\u00ed<\/strong><\/b>. Kdo m\u00e1 posledn\u00ed slovo, co se d\u011bje, kdy\u017e se n\u011bco nepovede, a pro\u010d se n\u011bkde odpov\u011bdnost bere automaticky, zat\u00edmco jinde se kolem n\u00ed rad\u011bji chod\u00ed po \u0161pi\u010dk\u00e1ch.<\/p>\n\n\n\n

Dobr\u00e1 zpr\u00e1va je, \u017ee kv\u016fli tomu nemus\u00edte hned p\u0159estavovat celou firmu od z\u00e1klad\u016f. Zm\u011bny v\u011bt\u0161inou za\u010d\u00ednaj\u00ed v mali\u010dkostech.<\/strong><\/b> V tom, jak vedete porady, jak d\u00e1v\u00e1te zp\u011btnou vazbu <\/a>nebo jak reagujete na chyby. Nakonec toti\u017e nerozhoduj\u00ed tabulky a struktury, ale lid\u00e9 a jejich ka\u017edodenn\u00ed chov\u00e1n\u00ed. A Laloux\u016fv model v\u00e1m v tomhle poslou\u017e\u00ed jako takov\u00e1 mapa, d\u00edky kter\u00e9 v\u00edte, kam m\u00e1 smysl sm\u011b\u0159ovat a kde se te\u010f vy.<\/p>\n\n\n\n

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