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Creating Authentic Organizations

Book Description

In the complex and global economy it's more important than ever that we recognize and respond to the need for employees to bring their authentic selves to work. Doing so can mean increased innovation, productivity, more thoughtful risk taking, a sense of responsibility and increased adaptiveness to change.Creating Authentic Organizations works beyond the limited remit of authentic leadership and shows how this concept can and should be applied to your workforce. With simple and powerful models and strategies it will show you how to ensure more authentic dialogue, both between employees to discuss smaller issues and also to ensure open and meaningful discussion around threats and challenges. Bold and cutting edge, it offers a simple framework for a new set of management principles relating to self-management, empowerment and the freedom to operate. By re-framing the role of management, Creating Authentic Organizations will help you implement real meaning at work and improve organizational resilience.

Table of Contents

  1. Preface
  2. Acknowledgements
  3. 01  The building blocks of authenticity: A summary for busy people  The building blocks of authenticity: A summary for busy people
  4. Work and authenticity matters
  5. The shifting shape of work
  6. The division of the self
  7. The value of authenticity
  8. The greatest driver of authenticity: The Freedoms and Authenticity model
  9. The management task
  10. A final nudge in the right direction
  11. Notes
  12. 02  Solomon’s solution  Solomon’s solution
  13. Work in the Hand
  14. Work in the Head
  15. Authenticity is both the problem and the solution
  16. Notes
  17. 03  A design for workplace authenticity  A design for workplace authenticity
  18. Important guiding forces
  19. The philosophical position that we take
  20. Notes
  21. 04  The first freedom: The Freedom to Operate  The first freedom: The Freedom to Operate
  22. Definition and dimensions
  23. Benefits of the Freedom to Operate
  24. The Absolute Freedom to Operate and Residual Freedom to Operate
  25. Individual and group level Freedom to Operate
  26. Where ideas might come from in exercising the Freedom to Operate
  27. Key questions to help develop your Freedom to Operate (F2O)
  28. Notes
  29. 05  The second freedom: The Freedom to Speak  The second freedom: The Freedom to Speak
  30. Talk and the intended domain of value creation (IDVC)
  31. Releasing the benefits of the Freedom to Speak
  32. Key questions to help develop your Freedom to Speak (F2S)
  33. Notes
  34. 06  The third freedom: The Freedom to Actualize  The third freedom: The Freedom to Actualize
  35. Benefits of the Freedom to Actualize
  36. Key questions to help develop your Freedom to Actualize (F2A)
  37. Notes
  38. 07  Assessing authenticity and freedoms: A self-completion diagnostic  Assessing authenticity and freedoms: A self-completion diagnostic
  39. Recognizing authenticity at an individual level
  40. Observations and interpretation of diagnostic results
  41. Authenticity and freedoms diagnostic
  42. Dimensions of authenticity
  43. Notes
  44. 08  The management task in authentic organizations  The management task in authentic organizations
  45. The 5 ‘A’s management task
  46. Authenticity and the role of freedoms fighter
  47. Adaptation and the head of learning and development
  48. Alignment and the role of interpreter
  49. Accountability and the role of steward
  50. Action and the role of occasional interventionist
  51. Notes
  52. 09  Beyond the tipping point  Beyond the tipping point
  53. Note
  54. Index