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Everyone Culture Becoming a Deliberately Developmental Organization

Год выпуска: 2016
Автор: Robert Kegan, Lisa Laskow Lahey, Andy Fleming

Synopses & Reviews

Publisher Comments

What if companies viewed becoming world-class less as the product of successful recruitment and retention efforts and more as the outcome of a relentless focus on the growth in capabilitieseven personal developmentof all the people who make up the company? What if a company did everything within its power to create conditions in which individuals could overcome their own internal barriers to change, transcend their blind spots, and see errors and weaknesses as prime opportunities for personal growth?

Robert Kegan and Lisa Lahey have found and studied such companiesDeliberately Developmental Organizations. A DDO is organized around the deceptively simple but radical conviction that organizations will best prosper when they are deeply aligned with peoples strongest motive, which is to grow. This means more than consigning people development to high-potential leadership-development programs, executive coaching, or once-a-year retreats. Deep alignment means fashioning an organizational culture in which support of peoples ongoing development is woven into the daily fabric of working life and visible in the companys regular operations, daily routines, and conversations.

This book dives deeply into the worlds of three leading companies that embody this breakthrough approach and reveals the design principles at the heart of DDOsfrom their disciplined, consistent approach to giving feedback, to how they use meetings, to how managers and leaders define their roles differently than in typical companies. The authors then show readers how to build this developmental culture in their own organizations.

An Everyone Culture will cause you to rethink the basic notion of people-development in organizational life.

Review

Authors Kegan and Lahey present readers with a comprehensiveexamination of three companies that embody the concept of the deliberately developmental organization. The authors cover the theoryand application of culture as a business strategy before examining the three companies to determine what a deliberately developmentalorganization is, how it functions, and what makes it arguably better, from a strategic perspective, than any other organization orcompany. Robert Kegan and Lisa Laskow Lahey are faculty members of Harvard University in Massachusetts.Annotation 2016 Ringgold, Inc., Portland, OR (protoview.com)

Synopsis

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 fornamely, 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 everyonenot 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 companiesDeliberately 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 DDOsfrom 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 strategyand that the key to success is developing everyone.
"

About the Author

Dr. Robert Kegan is the Meehan Professor of Adult Learning and Professional Development at the Harvard University Graduate School of Education. The recipient of numerous honorary degrees and awards, his thirty years of research and writing on adult development have contributed to the recognition that ongoing psychological development after adolescence is at once possible and necessary to meet the demands of modern life. His seminal books, The Evolving Self and In Over Our Heads, have been published in several languages throughout the world. Dr. Lisa Lahey leads the Personal Mastery component of a path-breaking new doctoral program at the Harvard University Graduate School of Education, designed to produce the public-sector equivalent of the turnaround specialist. A developmental psychologist and educator, and coauthor of Change Leadership, she led the research team that created the developmental diagnostic, now used around the world, for assessing adult meaning-systems.


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