An Everyone Culture: Becoming a Deliberately Developmental Organization
Robert Kegan/ Business & Investing
An Everyone Culture: Becoming a Deliberately Developmental Organization Robert Kegan pdf english - An Everyone Culture: Becoming a Deliberately Developmental Organization par Robert Kegan ont été vendues pour EUR 19,99 chaque exemplaire. Le livre publié par Harvard Business Review Press. Il contient 324 pages et classé dans le genre Business & Investing. Ce livre a une bonne réponse du lecteur, il a la cote 4.7 des lecteurs 659. Inscrivez-vous maintenant pour accéder à des milliers de livres disponibles pour téléchargement gratuit. L'inscription était gratuite.
Détails de An Everyone Culture: Becoming a Deliberately Developmental Organization
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Titre du livre : An Everyone Culture: Becoming a Deliberately Developmental Organization
Auteur : Robert Kegan
Date de sortie : 2016-03-01
Catégorie : Business & Investing
Nom de fichier : an-everyone-culture-becoming-a-deliberately-developmental-organization.pdf
Taille du fichier : 20.72 (La vitesse du serveur actuel est 25.14 Mbps
An Everyone Culture: Becoming a Deliberately Developmental Organization Robert Kegan pdf english -
A Radical New Model for Unleashing Your Company’s Potential
In most organizations nearly everyone is doing a second job no one is paying them for—namely, covering their weaknesses, trying to look their best, and managing other people’s impressions of them. There may be no greater waste of a company’s resources. The ultimate cost: neither the organization nor its people are able to realize their full potential.
What if a company did everything in its power to create a culture in which everyone—not just select “high potentials”—could overcome their own internal barriers to change and use errors and vulnerabilities as prime opportunities for personal and company growth?
Robert Kegan and Lisa Lahey (and their collaborators) have found and studied such companies—Deliberately Developmental Organizations. A DDO is organized around the simple but radical conviction that organizations will best prosper when they are more deeply aligned with people’s strongest motive, which is to grow. This means going beyond consigning “people development” to high-potential programs, executive coaching, or once-a-year off-sites. It means fashioning an organizational culture in which support of people’s development is woven into the daily fabric of working life and the company’s regular operations, daily routines, and conversations.
An Everyone Culture dives deep into the worlds of three leading companies that embody this breakthrough approach. It reveals the design principles, concrete practices, and underlying science at the heart of DDOs—from their disciplined approach to giving feedback, to how they use meetings, to the distinctive way that managers and leaders define their roles. The authors then show readers how to build this developmental culture in their own organizations.
This book demonstrates a whole new way of being at work. It suggests that the culture you create is your strategy—and that the key to success is developing everyone.
Rang parmi les ventes Amazon: #140824 dans eBooksPublié le: 2016-03-01Sorti le: 2016-03-01Format: Ebook KindlePrésentation de l'éditeurA Radical New Model for Unleashing Your Company’s PotentialIn most organizations nearly everyone is doing a second job no one is paying them for—namely, covering their weaknesses, trying to look their best, and managing other people’s impressions of them. There may be no greater waste of a company’s resources. The ultimate cost: neither the organization nor its people are able to realize their full potential. What if a company did everything in its power to create a culture in which everyone—not just select “high potentials”—could overcome their own internal barriers to change and use errors and vulnerabilities as prime opportunities for personal and company growth?Robert Kegan and Lisa Lahey (and their collaborators) have found and studied such companies—Deliberately Developmental Organizations. A DDO is organized around the simple but radical conviction that organizations will best prosper when they are more deeply aligned with people’s strongest motive, which is to grow. This means going beyond consigning “people development” to high-potential programs, executive coaching, or once-a-year off-sites. It means fashioning an organizational culture in which support of people’s development is woven into the daily fabric of working life and the company’s regular operations, daily routines, and conversations.An Everyone Culture dives deep into the worlds of three leading companies that embody this breakthrough approach. It reveals the design principles, concrete practices, and underlying science at the heart of DDOs—from their disciplined approach to giving feedback, to how they use meetings, to the distinctive way that managers and leaders define their roles. The authors then show readers how to build this developmental culture in their own organizations.This book demonstrates a whole new way of being at work. It suggests that the culture you create is your strategy—and that the key to success is developing everyone.Revue de presseAn Everyone Culture is the most provocative recasting of human and organizational potential since the advent of the learning organization. It will transform how you think about work and workplace culture in the twenty-first century. --Gary Hamel, professor, London Business SchoolAn Everyone Culture is founded upon a simple yet powerful insight: that the best way to unleash an organization s power is to realize the full potential of its individual employees. Kegan and Lahey highlight companies that focus on the continuous development of all employees and explain the steps needed to build this kind of deliberately developmental culture. In a world that's changing faster than ever, and where Millennials are demanding jobs with development opportunities, leaders cannot afford to miss this book. --Dominic Barton, Global Managing Director, McKinsey & CompanyOur language and our experience suggest two distinct aspirations: how adults should develop, and what makes organizations successful over the years. This highly original book reveals deep connections between human development and organizational strength. --Howard Gardner, professor, Harvard Graduate School of EducationPrésentation de l'éditeurA Radical New Model for Unleashing Your Company’s PotentialIn most organizations nearly everyone is doing a second job no one is paying them for—namely, covering their weaknesses, trying to look their best, and managing other people’s impressions of them. There may be no greater waste of a company’s resources. The ultimate cost: neither the organization nor its people are able to realize their full potential. What if a company did everything in its power to create a culture in which everyone—not just select “high potentials”—could overcome their own internal barriers to change and use errors and vulnerabilities as prime opportunities for personal and company growth?Robert Kegan and Lisa Lahey (and their collaborators) have found and studied such companies—Deliberately Developmental Organizations. A DDO is organized around the simple but radical conviction that organizations will best prosper when they are more deeply aligned with people’s strongest motive, which is to grow. This means going beyond consigning “people development” to high-potential programs, executive coaching, or once-a-year off-sites. It means fashioning an organizational culture in which support of people’s development is woven into the daily fabric of working life and the company’s regular operations, daily routines, and conversations.An Everyone Culture dives deep into the worlds of three leading companies that embody this breakthrough approach. It reveals the design principles, concrete practices, and underlying science at the heart of DDOs—from their disciplined approach to giving feedback, to how they use meetings, to the distinctive way that managers and leaders define their roles. The authors then show readers how to build this developmental culture in their own organizations.This book demonstrates a whole new way of being at work. It suggests that the culture you create is your strategy—and that the key to success is developing everyone.Catégories : Business & Investing
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4 internautes sur 5 ont trouvé ce commentaire utile.Un grand livre pour fonder le management sur une anthropologie prenant en compte l'intérioritéPar Dominique ArrighiCe livre marque une nouvelle étape du travail de Bob Kegan et de Lisa Lahey, tous deux professeurs à la Harvard Graduate School of Education sur le thème du développement humain à l'âge adulte. Ayant montré à une époque où cela n'était pas une évidence que le développement humain continuait dans la vie adulte au travers de la capacité à appréhender la complexité mentale (voir The Evolving Self et In Over our Heads - The Mental Demands of Modern Life (Paper)) et avoir mis au point une méthode efficace pour faciliter cette évolution (How the Way We Talk Can Change the Way We Work: Seven Languages for Transformation et Immunothérapie du changement, les auteurs présentent dans ce livre comment ce concept de développement humain peut devenir l'axe central sur lequel est conçu le développement d'organisations.Ils nous décrivent dans cet ouvrage 3 entreprises pionnières, qui, sans se connaître, ont fondé leur modèle de fonctionnement sur cette idée du développement humain comme composante majeure et indissociable de leur efficacité. Chacune est reconnue depuis plusieurs années dans son domaine pour ses résultats largement supérieurs à ceux de ses concurrents. La description qui en est fait peut inquiéter. Elle montre des pratiques où la vulnérabilité est bienvenue, où faire évoluer chacun hors de sa zone de confort est une pratique institutionnalisée. Tout cela requiert l'assentiment des collaborateurs et une très grande éthique des employeurs.La puissance de ce livre vient du renversement radical qu'il opère sur les conceptions humaines qui sous-tendent les pratiques managériales. Jusqu'ici, l'intériorité était largement ignorée des livres de management. Et bien des difficultés que l'on rencontre dans la conduite du changement viennent de cette conception anthropologique erronée. Avec ces entreprises qui leur ont servi à définir le concept de "deliberately developmental organizations" c'est-à-dire d'organisations axées sur le développement humain, Kegan et Lahey nous invitent à considérer et pratiquer autrement le management des personnes, à une époque où le changement requiert des reconfigurations de nos schémas de pensée.C'est un grand livre qui fera date.A noter pour les lecteurs fidèles de ces auteurs que la reprise d'un chapitre pratiquement tel quel d'"Immunothérapie du Changement" et la description de la méthode Immunity to Change apparaîtront superflue. Mais il suffit de passer les deux chapitres.
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