MARC record from Internet Archive

LEADER: 08419cam 2200985 i 4500
001 ocn907194200
003 OCoLC
005 20221028115001.0
008 160114t20162016maua b 001 0 eng
010 $a 2015046669
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019 $a905686196$a922687589
020 $a9781625278623
020 $a1625278624
020 $z9781625278630
035 $a(OCoLC)907194200$z(OCoLC)905686196$z(OCoLC)922687589
037 $bPerseus Distribution Services, 1094 Flex Dr, Jackson, TN, USA, 38301-5070$nSAN 631-760X
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050 00 $aHD58.7$b.K425 2016
082 00 $a658.3/12$223
084 $aBUS097000$aBUS030000$aBUS041000$2bisacsh
084 $aF272-05$2clc
100 1 $aKegan, Robert,$eauthor.
245 13 $aAn everyone culture :$bbecoming a deliberately developmental organization /$cRobert Kegan and Lisa Laskow Lahey ; with Matthew L. Miller, Andy Fleming, Deborah Helsing.
264 1 $aBoston, Massachusetts :$bHarvard Business Review Press,$c[2016]
264 4 $c©2016
300 $aviii, 308 pages :$billustrations ;$c25 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
338 $avolume$bnc$2rdacarrier
504 $aIncludes bibliographical references (pages 289-292) and index.
505 0 $aIntroduction : Culture as strategy -- Meet the DDOs -- What do we mean by development? -- A conceptual tour of the DDO: edge, home, and groove -- In the groove: practices and practicing to create an everyone culture -- But is this any way to run a business?: The strictly business value of being a DDO -- Uncovering your biggest blind spot: what you'd be working on in a DDO -- Creating home: getting started toward becoming a DDO -- Epilogue : A new way of being: at work.
520 $a"In most organizations nearly everyone is doing a second job no one is paying them for-namely, covering their weaknesses, trying to look their best, and managing other people's impressions of them. There may be no greater waste of a company's resources. The ultimate cost: neither the organization nor its people are able to realize their full potential. What if a company did everything in its power to create a culture in which everyone-not just select "high potentials"--Could overcome their own internal barriers to change and use errors and vulnerabilities as prime opportunities for personal and company growth? Robert Kegan and Lisa Lahey (and their collaborators) have found and studied such companies-Deliberately Developmental Organizations. A DDO is organized around the simple but radical conviction that organizations will best prosper when they are more deeply aligned with people's strongest motive, which is to grow. This means going beyond consigning "people development" to high-potential programs, executive coaching, or once-a-year off-sites. It means fashioning an organizational culture in which support of people's development is woven into the daily fabric of working life and the company's regular operations, daily routines, and conversations. An Everyone Culture dives deep into the worlds of three leading companies that embody this breakthrough approach. It reveals the design principles, concrete practices, and underlying science at the heart of DDOs-from their disciplined approach to giving feedback, to how they use meetings, to the distinctive way that managers and leaders define their roles. The authors then show readers how to build this developmental culture in their own organizations. This book demonstrates a whole new way of being at work. It suggests that the culture you create is your strategy-and that the key to success is developing everyone"--$cFront dust jacket flap.
520 $a"A Radical New Model for Unleashing Your Company's Potential In most organizations nearly everyone is doing a second job no one is paying them for-namely, covering their weaknesses, trying to look their best, and managing other people's impressions of them. There may be no greater waste of a company's resources. The ultimate cost: neither the organization nor its people are able to realize their full potential. What if a company did everything in its power to create a culture in which everyone-not just select "high potentials"--Could overcome their own internal barriers to change and use errors and vulnerabilities as prime opportunities for personal and company growth? Robert Kegan and Lisa Lahey (and their collaborators) have found and studied such companies-Deliberately Developmental Organizations. A DDO is organized around the simple but radical conviction that organizations will best prosper when they are more deeply aligned with people's strongest motive, which is to grow. This means going beyond consigning "people development" to high-potential programs, executive coaching, or once-a-year off-sites. It means fashioning an organizational culture in which support of people's development is woven into the daily fabric of working life and the company's regular operations, daily routines, and conversations. An Everyone Culture dives deep into the worlds of three leading companies that embody this breakthrough approach. It reveals the design principles, concrete practices, and underlying science at the heart of DDOs-from their disciplined approach to giving feedback, to how they use meetings, to the distinctive way that managers and leaders define their roles. The authors then show readers how to build this developmental culture in their own organizations. This book demonstrates a whole new way of being at work. It suggests that the culture you create is your strategy-and that the key to success is developing everyone."--$cProvided by publisher.
650 0 $aCorporate culture.
650 0 $aOrganizational behavior.
650 0 $aOrganizational effectiveness.
650 0 $aOrganizational change.
650 0 $aCareer development.
650 6 $aCulture d'entreprise.
650 6 $aComportement organisationnel.
650 6 $aEfficacité organisationnelle.
650 6 $aChangement organisationnel.
650 6 $aPlan de carrière.
650 7 $aBUSINESS & ECONOMICS$xWorkplace Culture.$2bisacsh
650 7 $aBUSINESS & ECONOMICS$xHuman Resources & Personnel Management.$2bisacsh
650 7 $aBUSINESS & ECONOMICS$xManagement.$2bisacsh
650 7 $aCorporate culture.$2cct
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650 7 $aCareer development.$2fast$0(OCoLC)fst00847280
650 7 $aCorporate culture.$2fast$0(OCoLC)fst00879624
650 7 $aOrganizational behavior.$2fast$0(OCoLC)fst01047801
650 7 $aOrganizational change.$2fast$0(OCoLC)fst01047828
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650 7 $aUnternehmenskultur$2gnd
650 7 $aOrganisationsverhalten$2gnd
650 7 $aOrganisationswandel$2gnd
650 7 $aCorporate culture.$2nli
650 7 $aOrganizational behavior.$2nli
650 7 $aOrganizational effectiveness.$2nli
650 7 $aOrganizational change.$2nli
650 7 $aCareer development.$2nli
700 1 $aLahey, Lisa Laskow,$d1955-$eauthor.
700 1 $aMiller, Matthew L.
700 1 $aFleming, Andy.
700 1 $aHelsing, Deborah.
776 08 $iOnline version:$aKegan, Robert.$tEveryone culture.$dBoston, Massachusetts : Harvard Business Review Press, [2016]$z9781625278630$w(DLC) 2016002606
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