Creating authentic organizations : bringing meaning and engagement back to work /: bringing meaning and engagement back to work. (2014)

• Record Type: Book
• Further Information: Note: Robin Ryde and Lisa Sofianos.
• Authors: Ryde, Robin; Sofianos, Lisa
• Contents: Preface -- Acknowledgements -- The building blocks of authenticity: a summary for busy people -- Work and authenticity matters -- The shifting shape of work -- The division of the self -- The value of authenticity -- The greatest driver of authenticity: The Freedoms and Authenticity model -- The management task -- A final nudge in the right direction -- Notes -- Solomon's solution -- Work in the Hand -- Work in the Head -- Authenticity is both the problem and the solution -- Notes -- A design for workplace authenticity -- Important guiding forces -- The philosophical position that we take -- Notes -- The first freedom: the freedom to operate -- Definition and dimensions -- Benefits of the Freedom to Operate -- The Absolute Freedom to Operate and Residual Freedom to Operate -- Individual and group level Freedom to Operate -- Where ideas might come from in exercising the Freedom to Operate -- Key questions to help develop your Freedom to Operate (F2O) -- Notes -- The second freedom: the freedom to speak -- Talk and the intended domain of value creation (IDVC) -- Releasing the benefits of the Freedom to Speak -- Key questions to help develop your Freedom to Speak (F2S) -- Notes -- The third freedom: the freedom to actualize -- Benefits of the Freedom to Actualize -- Key questions to help develop your Freedom to Actualize (F2A) -- Notes -- Assessing authenticity and freedoms: a self-completion diagnostic -- Recognizing authenticity at an individual level -- Observations and interpretation of diagnostic results -- Authenticity and freedoms diagnostic -- The management task in authentic organizations -- The five A's management task -- Authenticity and the role of freedoms fighter -- Adaptation and the head of learning and development -- Alignment and the role of interpreter -- Accountability and the role of steward -- Action and the role of occasional interventionist -- Beyond the tipping point -- Note -- Index. Cover; Title; Copyright; Contents; Preface; Acknowledgements; 1 The building blocks of authenticity: A summary for busy people; Work and authenticity matters; The shifting shape of work; The division of the self; The value of authenticity; The greatest driver of authenticity: The Freedoms and Authenticity model; The Freedom to Operate; The Freedom to Speak; The Freedom to Actualize; The management task; A final nudge in the right direction; Notes; 2 Solomon's solution; Work in the Hand; Travelling to work; Mass production, productivity and being fined for whistling on the job. Getting serious about efficiencyAll change; Work in the Head; Caught in a double bind; The duality of life as an employee; Emotional labour; The cost of stress; The work-life balance experiment; Authenticity is both the problem and the solution; Notes; 3 A design for workplace authenticity; Important guiding forces; The philosophical position that we take; Notes; 4 The first freedom: The freedom to operate; Definition and dimensions; Benefits of the Freedom to Operate; The Absolute Freedom to Operate and Residual Freedom to Operate; Individual and group level Freedom to Operate. Where ideas might come from in exercising the Freedom to OperateDimensions of improvement; The power of 'reintegrated thinking'; Comparisons near and far; Key questions to help develop your Freedom to Operate (F2O); Notes; 5 The second freedom: The freedom to speak; Talk and the intended domain of value creation (IDVC); Releasing the benefits of the Freedom to Speak; Reducing deference within the organization; Removing a 'parent-child' mindset from the organization; Reducing 'deficit thinking' in the organization. Minimizing technical and corporate language that excludes and disables conversationBringing background issues into the foreground of conversation; The value of discourse across multiple fora and platforms; The opportunity offered by everyday conversational tools and techniques; Key questions to help develop your Freedom to Speak (F2S); Notes; 6 The third freedom: The freedom to actualize; Benefits of the Freedom to Actualize; Considering ways 'to be': Self-expression; Considering ways 'to be': Fit and alignment; Considering ways 'to be': Keeping in flow. Considering ways 'to be': The distorting effects of defensiveness and self-protectivenessConsidering ways 'to discover and to imagine': Raising self-awareness; Considering ways 'to be': Finding and constructing meaning; Considering ways 'to become': Moving to action; Considering ways 'to become': A dynamic process; Considering ways 'to become': Transcending the ego; Key questions to help develop your Freedom to Actualize (F2A); Notes; 7 Assessing authenticity and freedoms: A self-completion diagnostic; Recognizing authenticity at an individual level.
• Publisher Details: London Philadelphia : Kogan Page
• Publication Date: 2014
• Copyright Date: 2014
• Extent: 1 online resource (x, 195 pages)
• Subjects: 302.3/5; BUSINESS & ECONOMICS / Leadership; Employee motivation; Employees -- Attitudes; Organizational behavior; Communication in management; Corporate culture; PSYCHOLOGY -- Social Psychology; Communication in management; Corporate culture; Employee motivation; Employees -- Attitudes; Organizational behavior; BUSINESS & ECONOMICS / Workplace Culture; Electronic books; Electronic books
• Languages: English
• ISBNs: 9780749471446; 0749471441
• Related ISBNs: 9780749471439; 0749471433
• Notes: Note: Includes bibliographical references and index.; Note: Print version record.
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
• Access Usage: Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.