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An Everyone Culture: Becoming a Deliberately Developmental Organization, by Robert Kegan Lisa Laskow Lahey
Download Ebook An Everyone Culture: Becoming a Deliberately Developmental Organization, by Robert Kegan Lisa Laskow Lahey
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Product details
Hardcover: 336 pages
Publisher: Harvard Business Review Press (March 22, 2016)
Language: English
ISBN-10: 9781625278623
ISBN-13: 978-1625278623
ASIN: 1625278624
Product Dimensions:
5 x 1 x 8 inches
Shipping Weight: 1.3 pounds (View shipping rates and policies)
Average Customer Review:
4.7 out of 5 stars
105 customer reviews
Amazon Best Sellers Rank:
#26,586 in Books (See Top 100 in Books)
Get set. Fasten your seat belt. Robert Kegan and Lisa Laskow Lahey have done it again. The future of business is already here, right in these pages. With innovative concepts, lively examples, and invaluable tools, these two Harvard psychologists unveil before your very eyes a radically new way of being at work.Their basic premise is startling. In the ordinary business organization, most people have two jobs: the public one they’re actually paid to do as well as a very private one they do in secret—hiding their individual limitations and weaknesses, trying to look good. What if, these authors ask, your organization were to find a way to welcome the personal into the usually public realm of work and thereby recapture the tremendous energy nearly everyone wastes on hiding?With probing and penetrating research, they played devil’s advocate to three very different but spectacularly successful business organizations that have actually found how to operate this way. What did they discover? Here’s the winning formula: For performance and profits to flourish, create a culture in which everyone in your organization flourishes by developing to their full potential. Make yours a Deliberately Developmental Organization (DDO). Your culture thus becomes your strategy, the key to maximizing the success of your business.If culture is the key, what does it unlock? The secret to changing mind-sets—individual and collective. Create a safe HOME for supporting and challenging mindsets, formulate the growing EDGE that individuals and your organization aspire to, and create a stimulating GROOVE of practices and principles fashioned right out of the everyday routines and procedures of your business itself. That’s the Home-Edge-Groove incubation system that constitutes a DDO.Another unanticipated discovery: To their surprise, Kegan and Lahey’s research revealed that DDOs are so profitable not despite but precisely because of the fact that their cultures are so developmental. People feel compelled to work there because they flourish—earning not just traditional incomes but the new ones they increasingly value such as personal satisfaction, meaningfulness, and happiness.Finally, their painstaking research led the authors to conclude that, if your business challenges call for merely technical changes (metaphorically like adding an app or file to your computer), no need to go the DDO route. But if your business environment is increasingly volatile, uncertain, complex, and ambiguous (VUCA), the challenges you face may well be adaptive (like needing to change your computer’s operating system itself). Then a DDO, they maintain, is the way to go. Adaptive process meets adaptive challenge. The unimaginable gradually becomes achievable.They’ve made a rich and rigorous case for DDOs. As a leadership development professional, I found it to be thoroughly convincing and tremendously stimulating. My only question is whether organizations in the public and not-for-profit sectors make just as promising candidates for DDOs as for-profit organizations do. Is profit the key, or concerted collective purpose?
This is one of the most important business / personal development books you might read.If you are interested in organizational change and have been around the block once or twice, you may have found yourself a bit disenfranchised or frustrated by flavor of the month attempts at "change." Or, you may be mystified why most leadership development doesn't seem to stick. Or you may have read about concepts like "learning organizations," "integral theory," "employee engagement" and the like but have no idea how to implement such things. If any of this sounds familiar to you, then this is the book you've long awaited.Here, you will hear a breathtakingly refreshing refrain--if you want your organization to be a learning organization, or get employees engaged, or "grow" employees, you don't need a program, a workshop, a training, a change initiative or any of the other things you've likely heard of, or tried, and don't stick. According to the authors, you need three things:1. Home -- You must create an environment where people feel safe enough to grow and change.2. Edge -- Each person in your organization needs to identify what, exactly, their growing edge actually is (everyone, no exceptions).3. Groove -- You must embed practices in "way we do things around here" that actively support and challenge people to grow--on a daily basis.A lot of books about change are based on beliefs and pet theories. Here's another refreshing change... this book is based on 25 years of adult development research by two Harvard professors. Further, it isn't solely academic research they are basing it on. They've studied three extremely successful companies who are already "there" as "deliberately developmental organizations." Further, they've helped other companies prepare for and begin that journey.And for you, personally, the chapter on how to identify your own growing edge (Chapter 6 -- Uncovering Your Biggest Blind Spot) takes you through a powerful, four step process that will help you see in stark relief why you probably haven't been able to change the one thing that most holds you back. Do that exercise (as I did), and then imagine everyone in your organization knowing the same thing, and supporting one another in making their one big change. In that one step alone, you are going to realize what most organizations can't change, try as they might, no matter the good intentions they have.And then there is Chapter 2 on adult development, the science behind it. It is fantastic. Clear. Accessible. There, the authors cover three stages of adult development--based on science and research--and the differences between the stages. And, guess what. Less than 2% of the population has reached the highest stage. You should know what that stage is, and you might want to consider--as I have--what achieving that stage of development might mean to you, your leadership, your life, your company. And, yes, the authors do tell you how to move yourself and others along those stages.The personal development aspects of this book, alone, are worth the price of admission. Maybe you aren't that interested in organizational change, or don't feel you are in a position to effect organizational change, but are greatly interested in personal development and believe that by changing yourself, you can affect the people, company and world around you. If that sounds like you, Chapter 2 (adult development) and Chapter 6 (uncovering your blind spot) are immediately accessible, practical and potentially life-altering. Any person interested in their own personal development, and/or who supports others in their development needs to read, understand and apply those two chapters.No, the book and the approach isn't prescriptive and doesn't contain a checklist. Your organization has its own culture, own needs and is at its own developmental stage. The authors understand that. One size does not fit all. So they give you a solid framework. They tell you how others have done it. And then you make it your own, working from where you are. That is the only way it truly can work, anyway, based on my experience.In short, read this book.Perhaps, like me, after reading scores of business books, leadership books, coaching books, organizational change books, personal development books over the years... you may conclude this is one of the five most important books you've ever read. And, perhaps, even THE most important one.
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