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LEADER 00000cam  2200505 i 4500 
001    907194200 
003    OCoLC 
005    20160620110206.0 
008    160114t20162016maua     b    001 0 eng   
010    2015046669 
019    905686196|a922687589 
020    9781625278623 
020    1625278624 
020    |z9781625278630 
035    (OCoLC)907194200|z(OCoLC)905686196|z(OCoLC)922687589 
040    DLC|beng|erda|cPUL|dDLC|dBTCTA|dYDXCP|dBDX|dOCLCF|dCLE
       |dCDX|dFM0|dATSHR|dOCLCQ 
042    pcc 
049    UXCA 
050 00 HD58.7|b.K425 2016 
082 00 658.3/12|223 
100 1  Kegan, Robert,|eauthor. 
245 13 An everyone culture :|bbecoming a deliberately 
       developmental organization /|cRobert Kegan and Lisa Laskow
       Lahey ; with Matthew L. Miller, Andy Fleming, Deborah 
       Helsing. 
264  1 Boston, Massachusetts :|bHarvard Business Review Press,
       |c[2016] 
264  4 |c©2016. 
300    viii, 308 pages :|billustrations ;|c25 cm 
336    text|btxt|2rdacontent 
337    unmediated|bn|2rdamedia 
338    volume|bnc|2rdacarrier 
504    Includes bibliographical references (pages 289-292) and 
       index. 
505 0  Introduction: Culture as strategy -- 1. Meet the DDOs -- 
       2. What do we mean by development? -- 3. A conceptual tour
       of the DDO: edge, home, and groove -- 4. In the groove: 
       practices and practicing to create an everyone culture -- 
       5. But is this any way to run a business?: the strictly 
       business value of being a DDO -- 6. Uncovering your 
       biggest blind spot: what you'd be working on in a DDO -- 
       7. Creeping home: getting started toward becoming a DDO --
       Epilogue: A new bay of being-- at work. 
520    "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. 
650  0 Corporate culture. 
650  0 Organizational behavior. 
650  0 Organizational effectiveness. 
650  0 Organizational change. 
650  0 Career development. 
700 1  Lahey, Lisa Laskow,|d1955-|eauthor. 
700 1  Miller, Matthew L. 
700 1  Fleming, Andy. 
700 1  Helsing, Deborah. 
776 08 |iOnline version:|aKegan, Robert, author.|tEveryone 
       culture.|dBoston, Massachusetts : Harvard Business Review 
       Press, [2016]|z9781625278630|w(DLC)  2016002606. 
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