“Reinventing Organizations: Necessary Conditions for Teal management”

Q: What would healthy and soulful organizations look like?

A: Teal Organizations.

Q: What is Teal management?

A: Historically, human consciousness evolves as time passed by and if given different colors to represent the development stages, each color can signify certain “cognitive, psychological and moral” orientation, which is equally applied to organizations. And Teal management ranks the highest level of consciousness and will be promising in the coming years.

 

 

We try to share with you the part of the chapter in the book below. Welcome to see a video co-made with my colleague.

Capture d’écran 2016-04-01 à 21.45.31

Click me: https://prezi.com/zdszatdmxnma/na-chang-wensi-shen/?utm_campaign=share&utm_medium=copy

 

 

Transcript for Prezi presentation


 

1:

Today we are going to talk about chapter 3.1 of the book Reinventing Organizations: Necessary conditions. Now we know that the organizations are moving forward along an evolutionary spectrum, and that the Teal organization is the future of the management, but what are the conditions for creating such a new organization with the evolutionary teal principles?

 

2.

Let’s start with a quote from Dennis Bakke:

“Today, there is almost too much focus on leadership, mainly because it is widely thought to be the key to economic success, in fact, the degree to which a leader can actually affect technical performance has been substantially overstated…

On the other hand, the importance and impact of moral leadership on the life and success of an organization have been greatly underappreciated.”

 

3:

So, when we are trying to apply a brand-new principle into an existing organization, what are the major concerns according to you? Business activity? Size? Culture background? Are there any critical ingredients without which we don’t need to bother trying? The research behind this book suggests that In Teal management, none of those seem to matter, as the Teal organization has achieved success almost simultaneously across various business sectors, including healthcare, manufacturing, retailing, no matter what the sizes they are, no matter where they come from.

 

4:

There are two – and only two – necessary conditions, in the following two spheres: Top leadership and ownership.

 

5:

Let’s dig a little deeper in the first necessary condition.

So why just Top management? Why not middle management or someone outside the company, like a coach or a consultant? Can a middle manager put Teal structures into practice in the department he is responsible for?

The answer is no and no.

Experience shows that efforts to bring Teal practices into subsets of organizations bear fruit, at best, only for a short while. If t he Top manager still sees the world through Amber of Orange lenses, the pyramid will ultimately get its way and reassert control.

From all we know, climbing the development ladder is a complex, mysterious, spiritual process. It happens from within and cannot be imposed on somebody from the outside, all the efforts would ultimately fail, as the level of consciousness of an organization cannot exceed the level of consciousness of its leader.

Vertical transformation is a lost battle, but that still leaves horizontal transformation as an option: Creating a healthy version of the existing, dominant paradigm, has a much higher chance of succeeding, and the example could easily spread from your unit to the entire room.

6:

So how can the CEO look at the world through an Evolutionary-Teal practices? As you might have noticed a major paradox: CEOs are both much less and much more important in self-managing organizations compared to traditional ones. The roles of the CEO in a Teal organizations is, subsequently, radically different.

One role remains the same: the CEO is often the public face of the company to the outside world. On the other hand, the research into the pioneer organizations suggests there are two new and critical roles a CEO needs to play: creating and maintaining a space for Teal ways of operating, and, role-modeling of Teal behaviors.

 

7.

Teal operating principles run deeply against the grain of accepted management thinking, and so a critical role of the CEO is to hold the space for Teal structures and practices. In an organization, whenever a problem comes up, rules and policies tend to be created. On the other hand, trust is so countercultural that it needs to be defended and reaffirmed every time a problem arises. The role of the Top Management is to ensure that trust prevails and that traditional management practices don’t creep in through the back door.

Experience shows that time and again, a creative solution can be found to uphold the Teal way of functioning, but it requires energy and dedication.

 

8.

The leader of the self-managing organizations don’t have hierarchical power, but they can carry much more moral authority. For good or bad, the behavior a CEO models ends up shaping the organization in profound ways.If they are keen to see their organizations work along Teal practices, they need to role-model the behavior associated with the three breakthroughs of self-management, wholeness and purpose.

 

9.

Fighting the inner urge to control is probably the hardest thing the a CEO has to do in a self-managing organization. Over and over again, they must remember to trust. First and foremost, founders and CEOs of Teal organizations must accept that their power is severely limited by the advice process. It doesn’t matter how strongly they are convinced about their point of view; they cannot make a decision without consulting people affected by the matter and people with relevant expertise. Even as they follow the advice process, founders and CEOs must also be careful with the way they initiate actions.

 

10:

There is little chance that people will take the risk of showing up with the fullness of who they are if the founder or CEO is hiding behind a professional mask. In his or her own unique way, each of the founders and CEOs of the Teal organization  carry strong moral authority. They can invite their colleagues into wholeness by acting from wholeness themselves. CEOs that role-model virtues such as humility, trust, courage, candor, vulnerability and audacity invite colleagues to take the same risks. Admitting mistakes and showing vulnerability shows another beautiful Teal paradox: vulnerability and strength are not in opposition, but polarities that reinforce each other.

 

11:

What Teal leaders recognize – but need to remind themselves and others of – is that personal and collective success are both wonderful when they come as a consequence of pursuing a meaningful purpose, but what we should be careful not to pursue success as a goal in itself, careful not to fall back into competitive drives that serve our ego and not our soul, that serve the organization but not its purpose. Teal paradoxical thinking invites us to think this way: we can be both fully ourselves, and be working toward achieving an organization’s deeper purpose. We don’t need to reject parts of ourselves to be in service. It’s just the opposite: we are at our most productive and joyful when all of who we are is energized by a broader ouroise that nourishes our calling and our soul.

The simplest and most powerful way for CEO’s to role-model the pre-eminence of purpose is to ask questions:

  1. Every decision offers the opportunity to ask the question: What decision will best serve the organization’s purpose?
  2. When a change of the role is duscussed, it begs the question: How will this role serve the organization’s purpose?
  3. A new client or supplier can trigger the question: Will working witnh this client/this supplier further the organization’s purpose?

 

13.

So what do CEOs in Teal Organizations do then? You must wonder. The two specific roles we discussed – holding the space and role modeling behaviors – consume some of their time. As for the rest, like any other colleague, they can take on roles that help manifest their company’s purpose. They can participate in a project; lead an initiative, participate in recruitment; mediate conflicts; or meet with clients and regulators. Whatever roles they choose, they have to add value, like everyone else, or their colleagues won’t entrust them with the roles for long.

On the other hand, in traditional organizations, CEOs make such decisions in top-down fashion, and then rely on managers to cascade the decision downwards. In teal organizations they must abide by the advice process, which implies that a very large group of people be consulted. In small organizations, CEOs can simply walk around and talk to their colleagues. When organizations grow into the hundreds or thousands and have dispersed geographical locations, walking around is no other a viable option. At Buurtzorg, for instance, the CEO Jo De Blok found an answer both simple and powerful. He has turned his blog on the company’s intranet into a leadership instrument. He writes posts regularly, straight from the heart, without PR polish. Given the respect he enjoys in the company, his posts are widely read. His blog helps the entire group of colleagues grow in awareness about how they assess current reality and future possibilities, and also allow for some fast decision-making.

 

Having going through basic roles Top leader can undertake in Teal management, we are going to look at the second key condition–Board & ownership.

Essentially, founders should bear well in mind that: Well-chosen board membership matters a lot.

17.

Basically, three concerns should be well-considered in real practice.

First,In both for-profits and nonprofits, boards have the power to appoint and remove the CEO. Board members who view the world through any other lens are unlikely to tolerate Teal structures and practices for long because they simply make no sense to them. Sooner or later, they will appoint a CEO who operates from Amber or Orange to get things back under control.

Second, a common-shared worldview with the CEO should be put into agenda when choose board membership. Only a shared direction can resolve Interest conflicts among stakeholders within shareholders, managers, employees, and the external environment.

Third, Limiting legal framework. Understanding the necessity and key to choose the board members, then come to the measures to put into reality before conflicts can be heated up.

 

Now follow me to have a deeper understanding of the board and ownership issue.

As mentioned above, definitely, the power given to the boards determine their level of authority to appoint a CEO. In this case, although the boards are seemingly to share the common sense of Teal management at present, it does not mean in the long-term they are consistent to stand on your stance, especially when they are not fully in aligned with the Teal practices.

For this matter, real motivation of the board members are worthy to pay attention to.

In the book, a case study of AES, the energy generation and distribution powerhouse cofounded in 1982 by Roger Sant and Dennis Bakke, is under discussion.

21 

AES witnessed tremendous growth from a two-person firm into a global energy producer employing 40,000 people in plants located in more than 30 countries. For years, board members were supportive of AES’s radically decentralized and trust-based decision-making.

But later on, things changed. The suspicious concern came to reality.

« Most board members loved AES approach primarily because they believed it pushed the stock price up, not because it was the right way to operate on organization. »

22.

So, here you can imagine in the year of 1992 when an unexpected accident popped up , investors happened to overreacted and AES’s shares plummeted by 40%.

Instantly, board members as well as some senior directors began to say no to self-management.

23.

The AES’s story illustrates that Teal organizational practices are vulnerable when investors and board members don’t share in the paradigm. For them, wearing Amber or Orange lenses, the Teal structures stand out as foolish or even dangerous.

24.

Let’s go into what are exactly Amber and Orange lenses.

25.

Amber Organizations brought about two major breakthroughs: planning for the medium and long term, and creating organizational structures that can scale.

Amber Organizations are still very present today: most government agencies, public schools, religious institutions, and the military are run based on Conformist-Amber principles and practices. They commonly use formal titles, fixed hierarchies, and organization charts.

Planning and execution are strictly separated: the thinking happens at the top, the doing at the bottom. The underlying worldview is that workers are mostly lazy, dishonest, and in need of direction.

26.

Modern global organizations, including Walmart, Nike or Coca-Cola, are the embodiment of Orange Organizations.

Orange Organizations achieved huge results thanks to three additional breakthroughs: innovation, accountability and meritocracy. They also invented departments that didn’t exist in Amber Organizations: research and development, marketing, and product management.

In a worldview where people are driven by material success, Orange Organizations invented a host of incentive processes to motivate employees to reach the targets that have been set.

Where Amber relied only on sticks, Orange came up with carrots. Leadership at this stage is typically goal oriented, focusing on solving tangible problems, putting tasks over relationships.

27.

To apply Teal structures, you should know for sure what your board members are really thinking about. Here are key messages to work with.

28.

First, the maximization of the interests both for the organization as a whole and the self-interests of the board members is their ultimate goal. In this case, board members are more likely to protect the organization with traditional, control-based mechanisms.

Especially in critical moments, board members will look to appoint leaders who share their worldview, who look at the problems and solutions from the same angle.

So founders when choosing investors, should be aware of this issue.

29.

Second, we talked a lot about board members. But here let’s rethink about this question: does the organization needs external or internal financing?

If possible, founders of the organization can strive to do without external investors, financing their growth through bank loans and their own cash flow at the sacrifice of lower growth rate.

Otherwise, we say “Yes” to embrace external financing sources, but the selection of equity investors should be considered: do they share a Teal perspective?

30.

Third, today’s corporate world tells us: shareholders own the company. As owners, they can choose what to do and how to do with it. To counter the super-authority model, limitations can be loaded by the say given to other stakeholders.

Sharing the pizza means more factors are involved: employees, customers, suppliers, local communities, and the environment.

31.

Another initiative called B-Corporation can equally contribute to the goal. What does it mean? Basically, the duty of directors of B-Corp is extended to include non-financial interests.

32-33.

Finally, we should know the simple truth: get it does not mean make it. Having a CEO and a board get the point is definitely necessary, but only limited to such basic conditions are far more sufficient to put Teal management into reality.

As the author Frederic Laloux puts down at the end of the chapter: “That notion is too simplistic; enlightened leaders don’t automatically make for enlightened organizations, unless they also embrace structures, practices, and cultures that change how power is held, how people can show up, and how the organization’s purpose can express itself…”

34.

Thank you for watching

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Forging ahead with dialectic spirits

Transcend from a traumatised status quo to a supportive learning in the bumping life journey  helps us to march forward. What matters does not come from less troubles nor avoidance of problems, but from the changes on ourselves–be more confirmed, more confident and grateful.

Through the kaleidoscope, a different world is shown to us. Our eyes can do so as well. Now I see it, do you?

Tim Urban’s Full Story of a TED Talk

Public speaking is like an exciting and additive try-out, but as some believe, it is definitely leveled tougher than “destined-to-die choice”.

Seinfeld’s joke on public speaking:

“According to most studies, people’s number one fear is public speaking. Number two is death. Death is number two. Does that sound right? This means to the average person, if you go to a funeral, you’re better off in the casket than doing the eulogy.”

 

Tim Urban

Tim Urban

Tim Urban on his blog waitbutwhy.com shared his experience for standing on the TED red carpet. Having watched his hilarious and insightful talk on Procrastination, I am inspired not only by his ideas on psychological perspective of procrastination, but by his manners of delivering the speech. It was a real talk and done in a comfortable way.

Here is a full story of his pre-TED talk and Post-TED story.

Let him show you his way.

 

Source: waitbutwhy.com

Click me: Doing a TED Talk: the Full Story, by Tim Uban

After such stressful preparation period, finally, here we go:

Tim Urban’s article: Why Procrastinators Procrastinate

“If not me, who? If not now, when?”

Full Transcript of Emma Watson’s Speech on Gender Equality at the UN

Today we are launching a campaign called for HeForShe. I am reaching out to you because we need your help. We want to end gender inequality, and to do this, we need everyone involved. This is the first campaign of its kind at the UN. We want to try to mobilize as many men and boys as possible to be advocates for change. And, we don’t just want to talk about it. We want to try and make sure that it’s tangible.

I was appointed as Goodwill Ambassador for UN Women six months ago. And, the more I spoke about feminism, the more I realized that fighting for women’s rights has too often become synonymous with man-hating. If there is one thing I know for certain, it is that this has to stop.


 

For the record, feminism by definition is the belief that men and women should have equal rights and opportunities. It is the theory of political, economic and social equality of the sexes.

I started questioning gender-based assumptions a long time ago. When I was 8, I was confused for being called bossy because I wanted to direct the plays that we would put on for our parents, but the boys were not. When at 14, I started to be sexualized by certain elements of the media. When at 15, my girlfriends started dropping out of sports teams because they didn’t want to appear muscly. When at 18, my male friends were unable to express their feelings.

I decided that I was a feminist, and this seemed uncomplicated to me. But my recent research has shown me that feminism has become an unpopular word. Women are choosing not to identify as feminists. Apparently, I’m among the ranks of women whose expressions are seen as too strong, too aggressive, isolating, and anti-men. Unattractive, even.

Why has the word become such an uncomfortable one? I am from Britain, and I think it is right I am paid the same as my male counterparts. I think it is right that I should be able to make decisions about my own body. I think it is right that women be involved on my behalf in the policies and decisions that will affect my life. I think it is right that socially, I am afforded the same respect as men.

But sadly, I can say that there is no one country in the world where all women can expect to see these rights. No country in the world can yet say that they achieved gender equality. These rights, I consider to be human rights, but I am one of the lucky ones.

My life is a sheer privilege because my parents didn’t love me less because I was born a daughter. My school did not limit me because I was a girl. My mentors didn’t assume that I would go less far because I might give birth to a child one day. These influences were the gender equality ambassadors that made me who I am today. They may not know it, but they are the inadvertent feminists that are changing the world today. We need more of those.

And if you still hate the word, it is not the word that is important. It’s the idea and the ambition behind it, because not all women have received the same rights I have. In fact, statistically, very few have.

In 1997, Hillary Clinton made a famous speech in Beijing about women’s rights. Sadly, many of the things that she wanted to change are still true today. But what stood out for me the most was that less than thirty percent of the audience were male. How can we effect change in the world when only half of it is invited or feel welcome to participate in the conversation?

Men, I would like to take this opportunity to extend your formal invitation. Gender equality is your issue, too. Because to date, I’ve seen my father’s role as a parent being valued less by society, despite my need of his presence as a child, as much as my mother’s. I’ve seen young men suffering from mental illness, unable to ask for help for fear it would make them less of a man. In fact, in the UK, suicide is the biggest killer of men between 20 to 49, eclipsing road accidents, cancer and coronary heart disease. I’ve seen men made fragile and insecure by a distorted sense of what constitutes male success. Men don’t have the benefits of equality, either.

We don’t often talk about men being imprisoned by gender stereotypes, but I can see that they are, and that when they are free, things will change for women as a natural consequence. If men don’t have to be aggressive in order to be accepted, women won’t feel compelled to be submissive. If men don’t have to control, women won’t have to be controlled.

Both men and women should feel free to be sensitive. Both men and women should feel free to be strong. It is time that we all perceive gender on a spectrum, instead of two sets of opposing ideals. If we stop defining each other by what we are not, and start defining ourselves by who we are, we can all be freer, and this is what HeForShe is about. It’s about freedom.

I want men to take up this mantle so that their daughters, sisters, and mothers can be free from prejudice, but also so that their sons have permission to be vulnerable and human too, reclaim those parts of themselves they abandoned, and in doing so, be a more true and complete version of themselves.

You might be thinking, “Who is this Harry Potter girl, and what is she doing speaking at the UN?” And, it’s a really good question. I’ve been asking myself the same thing.

All I know is that I care about this problem, and I want to make it better. And, having seen what I’ve seen, and given the chance, I feel it is my responsibility to say something.

Statesman Edmund Burke said, “All that is needed for the forces of evil to triumph is for good men and women to do nothing.”

In my nervousness for this speech and in my moments of doubt, I told myself firmly, “If not me, who? If not now, when?” If you have similar doubts when opportunities are presented to you, I hope those words will be helpful. Because the reality is that if we do nothing, it will take seventy-five years, or for me to be nearly 100, before women can expect to be paid the same as men for the same work. 15.5 million girls will be married in the next 16 years as children. And at current rates, it won’t be until 2086 before all rural African girls can have a secondary education.

If you believe in equality, you might be one of those inadvertent feminists that I spoke of earlier, and for this, I applaud you. We are struggling for a uniting word, but the good news is, we have a uniting movement. It is called HeForShe. I invite you to step forward, to be seen and to ask yourself, “If not me, who? If not now, when?”

Thank you very, very much.

Discours traduit en version française

Nous lançons aujourd’hui la campagne « HeForShe ».

Je m’adresse à vous en ce jour, car j’ai besoin de votre aide. Nous souhaitons mettre fin aux inégalités entre les sexes, et pour y parvenir, l’implication de tous est indispensable.

Il s’agit de la première campagne de ce genre menée par l’ONU : nous souhaitons mobiliser autant d’hommes et de garçons que possible pour qu’ils militent pour l’égalité des sexes. Mais au-delà des discours, nous voulons obtenir des résultats tangibles.

J’ai été nommée il y a six mois et depuis, plus je parle de féminisme, plus je réalise que la lutte pour les droits des femmes est trop souvent associée à la haine des hommes. S’il y a bien une chose dont je suis certaine, c’est que cela doit cesser.

Pour mémoire, le féminisme se définit comme « la conviction que les hommes et les femmes doivent jouir des mêmes droits et des mêmes chances. C’est cela la théorie politique, économique et sociale de l’égalité des sexes ».

J’ai commencé à m’interroger sur les préjugés liés au genre à l’âge de huit ans, lorsque j’ai eu du mal à comprendre pourquoi on me qualifiait d’« autoritaire » pour le simple fait de vouloir mettre en scène les pièces que nous allions jouer devant nos parents, ce que l’on ne reprochait pas aux garçons.

Lorsqu’à 14 ans, certains journaux ont commencé à me sexualiser.

Lorsqu’à 15 ans, mes amies ont abandonné leurs équipes de sport parce qu’elles ne voulaient pas paraître « trop musclées ».

Et lorsqu’à 18 ans, j’ai réalisé que mes copains étaient incapables d’exprimer leurs sentiments.

Je me suis dit que j’étais féministe et cela m’a paru tout naturel. Mais mes récentes recherches m’ont montré à quel point le féminisme est devenu impopulaire.

Apparemment, je fais partie de ces femmes aux propos jugés trop forts, trop agressifs, trop ségrégateurs, anti-hommes et peu séduisants.

Pourquoi ce mot suscite-t-il un tel malaise ?

Je suis originaire de Grande-Bretagne et je pense qu’il est normal qu’en tant que femme, je sois payée autant que mes homologues masculins. Je pense qu’il est normal que je puisse disposer de mon propre corps comme bon me semble. Je trouve normal que des femmes participent à la politique et aux prises de décision de mon pays pour me représenter. Je trouve normal que la société m’accorde le même respect que les hommes.

Mais je constate avec regret qu’il n’y a pas un pays au monde où toutes les femmes sont assurées de bénéficier de ces droits.

Aucun pays dans le monde ne peut aujourd’hui se prévaloir d’être parvenu à instaurer l’égalité entre les hommes et les femmes.

Ces droits sont, à mon sens, des droits fondamentaux de l’humain. Mais je fais partie de celles qui ont de la chance. Je suis une grande privilégiée, car mes parents ne m’ont pas moins aimée parce que j’étais une fille. Mon école ne m’a pas imposé de limites parce que j’étais une fille. Mes tuteurs ne sont pas partis du principe que j’irais moins loin parce que j’étais susceptible d’avoir un jour des enfants. Toutes ces personnes ont été les ambassadrices/eurs de l’égalité des sexes qui ont fait de moi celle que je suis aujourd’hui. Elles et ils ne le savent peut-être pas, mais elles et ils sont les féministes involontaires qui sont en train de changer le monde d’aujourd’hui.. Et nous avons besoin de plus de gens comme ça.

Et si vous n’aimez toujours pas ce mot, sachez qu’il importe moins que les idées et les aspirations qu’il renferme. Parce que toutes les femmes n’ont pas eu les mêmes droits que moi. En effet, statistiquement, rares sont celles qui en ont bénéficié.

En 1995, Hilary Clinton a prononcé un discours mémorable à Beijing sur les droits des femmes. Bon nombre des propositions qu’elle a formulées sont hélas restées lettre morte.

Mais ce qui m’a le plus marqué, c’est que les hommes ne représentaient que 30 pour cent de son auditoire. Comment pouvons-nous espérer changer le monde quand la moitié de la population n’est pas invitée ou n’a pas le sentiment d’être la bienvenue pour prendre part au débat ?

Messieurs, j’aimerais profiter de cette opportunité pour vous inviter formellement. L’égalité des sexes est aussi votre problème.

Parce que, jusqu’à présent, la société a considéré que mon père avait un rôle moins important à jouer dans mon éducation que ma mère, alors que j’avais besoin de lui tout autant.

J’ai vu des jeunes hommes qui souffraient de troubles psychiatriques, mais qui ne demandaient pas d’aide, par crainte d’avoir l’air moins « viril ». Au Royaume-Uni, le suicide est la principale cause de mortalité chez les hommes de 20 à 49 ans, devant les accidents de la route, le cancer et les maladies cardiovasculaires. J’ai vu des hommes fragilisés et peu sûrs d’eux essayer de se conformer à ce qu’ils pensaient être le succès au masculin. Les hommes souffrent également de l’inégalité des sexes.

Nous parlons peu des hommes qui sont prisonniers de stéréotypes liés au genre, mais je sais qu’il y en a, et que le jour où ils parviendront à s’en libérer, la situation des femmes s’en verra spontanément améliorée.

Si les hommes n’ont plus besoin d’être agressifs pour se faire accepter, les femmes ne se sentiront plus obligées d’être soumises. Si les hommes n’ont plus besoin de dominer, les femmes n’auront alors pas à être dominées.

Les hommes, au même titre que les femmes, ont le droit d’être sensibles. Les hommes, tout comme les femmes, devraient se sentir libres d’être forts… Il est grand temps que nous appréhendions l’égalité comme un spectre, au lieu d’y voir deux idéaux distincts et opposés.

Si nous arrêtons de définir les autres en fonction de ce qu’ils ne sont pas et si nous cherchons plutôt à nous définir par ce que nous sommes, cela nous rendra plus libres, et c’est précisément la raison d’être de HeForShe, à savoir, la liberté.

Je veux que les hommes relèvent ce défi, afin que leurs filles, leurs sœurs et leurs mères n’aient pas à subir un quelconque préjudice, mais aussi pour que leurs fils puissent se montrer vulnérables et humains, en reprenant possession de ces parties d’eux-mêmes qu’ils avaient mis de côté, afin de parvenir à une version plus vraie et plus complète d’eux-mêmes.

Vous vous demandez peut-être : que fait cette fille de Harry Potter sur la scène des Nations Unies ? C’est une bonne question, et croyez-moi, je me la suis posée. J’ignore si je suis qualifiée pour être ici. Tout ce que je sais, c’est que ce problème me tient à cœur et que je souhaite apporter ma contribution pour faire bouger les choses.

Compte tenu de ce que j’ai vu, et étant donné que l’on m’en donne l’opportunité, il est de mon devoir de ne pas rester silencieuse. L’homme d’État anglais Edmund Burke a dit : « Pour que le mal triomphe, seule suffit l’inactivité des hommes de bien ».

Lorsque j’ai éprouvé du trac pour prononcer ce discours et dans mes moments de doute, je me suis répétée avec fermeté : si je ne le fais pas, qui le fera ? Si je ne le fais pas maintenant, alors quand ? Si le doute s’empare de vous quand une occasion similaire s’offre à vous, j’espère que ces mots vous seront utiles.

Parce qu’en fait, si nous n’agissons pas, il faudra attendre 75 ans, ou peut-être mon 100e anniversaire, avant que les femmes puissent prétendre au même salaire que les hommes, à travail égal. Au cours des 16 années à venir, 15,5 millions de filles seront mariées alors qu’elles ne seront encore que des enfants. Et au rythme actuel, toutes les filles africaines issues de milieux ruraux ne recevront une éducation secondaire qu’en 2086.

Si vous croyez à l’égalité des sexes, vous êtes peut-être l’un ou l’une de ces féministes qui s’ignorent, auxquels je faisais référence il y a quelques instants. Et pour cela, je vous applaudis.

Nous luttons pour un monde uni et nous avons la chance d’avoir un mouvement unificateur. Ce mouvement s’appelle HeForShe. Je vous invite à vous manifester, à faire entendre vos idées, à être le « lui » pour « elle » et à vous demander : si je ne le fais pas, qui le fera ? Si je ne le fais pas maintenant, alors quand ?

Je vous remercie de votre attention.

Source: http://www.unwomen.org/fr/news/stories/2014/9/emma-watson-gender-equality-is-your-issue-too#sthash.32DB7RHo.dpuf

Bravery, thy name is woman

A simple story shared by Reshma Saujani of an assigned task during the code program course, two scenarios took place in front of the teacher:

  • A boy asked, “There’s something wrong with my code…”
  • A girl said, “There’s somthing wrong with me…”

What’s going on?

Girls are taught differently from boys and the input will influence the rest of the life of girls.

Saujani, on this TED occasion, reminds us, especially girls, of two principle messages:

  1. “I need each of you to tell every young woman you know to be comfortable with imperfection.”
  2. Be courageous: thy name is woman.
Pretty young woman with sketched strong and muscled arms

Pretty young woman with sketched strong and muscled arms