Robert Kegan - AnEveryone Culture: Becoming a Deliberately Developmental Organization
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- Book:AnEveryone Culture: Becoming a Deliberately Developmental Organization
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- Year:2016
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![Copyright 2016 Harvard Business School Publishing All rights reserved No part - photo 1](/uploads/posts/book/231782/Images/9781625278630.jpg)
Copyright 2016 Harvard Business School Publishing
All rights reserved
No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to , or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163.
First eBook Edition: March 2016
ISBN: 978-1-62527-862-3
eISBN: 978-1-62527-863-0
Among the deluge of books on leadership and culture that are published every year, only a few stand out as truly revolutionary. This book is one of them. It should be required reading for anyone in the field of talent management who is interested in dramatically accelerating the individual and collective capabilities of people at work. I highly recommend it!
WILLIAM H. HODGETTS , Vice President, Enterprise Coaching and Assessment, Fidelity Investments
Kegan and Laheys book Immunity to Change fundamentally improved my life when I first went through its exercises years ago, so I was eager to read their new book. It didnt disappoint. A thought-provoking and inspiring read, An Everyone Culture shows how small changes can help organizations, and individual leaders, reap huge rewards.
EMILY LAWSON , Chief People Officer, Kingfisher
This is a most provocative and challenging book in asking us to consider seriously how organizations can create workplace cultures that are effective as economic entities and, at the same time , develop all of their leaders, managers, and employees as human beings. If you want a book that will make you think differently about what an organization could be and how you could lead people differently, this book is for you.
EDGAR H. SCHEIN , author, Humble Inquiry
In this remarkable book, Kegan and Lahey prescribe a radically new paradigm of organizational life. They examine in detail three organizationseach an exemplary performer in its fieldthat valorize the emotional growth of every organizational participant and engage in unrelenting discipline to make every aspect of organizational life a forcing bed for that growth. Not since Deming extinguished Taylorism has anyone offered such a profound challenge to our conventional notions of how to achieve exceptional organizational performance.
HARRY SPENCE , Court Administrator, Massachusetts Trial Court
In a world of constant change and ever-increasing challenges, companies need to learn how to unleash the full potential of their employees. Kegan and Lahey explain how organizations can become deliberately developmental to boost employee satisfaction while also achieving great business results.
DANIEL VASELLA, MD , former Chairman and CEO, Novartis AG
For our children and grandchildren, our nieces and nephews, and their childrenin hopes the future is filled with many more workplaces built for flourishing
I n an ordinary organization, most people are doing a second job no one is paying them for. In businesses large and small; in government agencies, schools, and hospitals; in for-profits and nonprofits, and in any country in the world, most people are spending time and energy covering up their weaknesses, managing other peoples impressions of them, showing themselves to their best advantage, playing politics, hiding their inadequacies, hiding their uncertainties, hiding their limitations. Hiding.
We regard this as the single biggest loss of resources that organizations suffer every day. Is anything more valuable to a company than the way its people spend their energies? The total cost of this waste is simple to state and staggering to contemplate: it prevents organizations, and the people who work in them, from reaching their full potential.
The organizations you will meet in this book, taken together, point the way to a qualitatively new model for people development the single most powerful way we know of, as developmental psychologists, for an organization to unleash the potential of its people.
And with what result? These exemplar organizations, taken as a whole, show us a picture of the following benefits:
- Increases in profitability, improved employee retention, greater speed to promotability, greater frankness in communication, better error detection in operational and strategic design, more effective delegation, and enhanced accountability
- Reductions in cost structures, political maneuvering, interdepartmental strife, employee downtime, and disengagement
- Solutions to seemingly intractable problems, such as: how to convert the familiar team of leaders (each looking out for his own franchise) into the more valuable, but elusive, leadership team; how to anticipate crises no one in the company has experienced previously and to successfully manage through them; how to invent and realize future possibilities no one has experienced previously
In short, this book is as much about realizing organizational potential as it is about realizing human potential. Most of all, this book describes a new model for the way each can contribute to the otherhow organizations and their people can become dramatically greater resources to support each others flourishing.
Now lets return to the ordinary organization where everyone works a second job of hiding imperfections. Consider it from the employers point of view. Imagine youre paying a full-time wage for part-time work to every employee, every day. Even worse, consider that when people are hiding their weaknesses they have less chance to overcome them, so you must continue to pay the cost of these limitations as wellevery day.
Consider the second job from the employees point of view. What does it cost you to live a double life at work, every day, knowing youre not the person you present yourself to be? As human beings were set up to protect ourselvesbut it is just as true that were set up to grow psychologically, to evolve, to develop. In fact, research shows that the single biggest cause of work burnout is not work overload, but working too long without experiencing your own personal development. Now consider the drag or cap on personal development we create by hiding our weaknesses rather than having a regular opportunity to overcome them.
In an increasingly volatile, uncertain, complex, and ambiguous world (the so-called VUCA world)a world of new challenges and opportunitiesorganizations naturally need to expect more , and not less, of themselves and the people who work for them. But our familiar organizational design fails to match that need.
How did we come to this observation about everyone in the ordinary organization doing a second job? Was it by staring hard at the ordinary organization? No. When youre staring very hard at the normal organization, its hard to see anything but normal.
Normal began to look strange to us only after we stared hard at organizations where no one is doing the second job. Different as the companies in this book are in their look and feel, they share a striking commonality: they are the most powerful settings in the world we have found for developing peoples capabilities, precisely because they have created a safe enough and demanding enough culture that everyone comes out of hiding. This is what we call the deliberately developmental organization: the DDO.
We (your lead authors) have devoted our professional lives to the study and advancement of adult-developmental theory, which illuminates the gradual evolution of peoples meaning-making systems and psychological capabilities. Developmental practitioners have known for years how to provide expert support to individuals on a one-to-one basis. However, little attention has been given to applying these principles and methods to an entire organization.
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