Bibliogr. s. 256

F. Laloux's concept describing organizational cultures of so-called turquoise organizations constitutes a very attractive narration; however, it focuses on describing the already existing organizations and isolated events from the beginnings of the creation of turquoise organizations. This article is an attempt to gain an insight into organizations, to show the successive stages of creating evolutionary turquoise organizations at the level of particular organizational processes. The subject matter of the conducted analysis was a small educational sector organization; the research was carried out by means of the qualitative methods (a participant observation, a partly categorized interview); the plans of both the observation and the interview were based on the Reinventing Organizations Map model developed by the consultancy firm Circle43. The analysis of changes taking place in the examined organization showed the tendencies occurring during the process of building an "evolutionary turquoise organization" such as leadership as a factor initiating the occurrence of a "critical mass" for green processes, the appearance of a single priority turquoise process based on the "critical mass of green processes", the repetition of the priority process as a stimulus for the spontaneous appearance of subsequent turquoise processes. Describing the step-by-step process of turquoise organization development, these tendencies may have a universal character going beyond the specificity of a particular sector.