內容簡介

鼓勵員工正視錯誤，幫助員工成長的「刻意發展型組織」企業的實際案例研究。

如果企業專注於所有成員在工作能力上的成長，那會是個什麼樣的公司？有沒有一種企業，會努力地創造一種環境，使員工可以克服障礙而面對改變，突破盲點，正視錯誤與弱點，並且將這些缺失當成個人成長的機會？

上述被稱為「刻意發展型組織」(簡稱DDO)的企業，是作者群研究的對象。這樣的企業在組織上看似簡單，但是卻有一個堅定的信念，那就是組織要發展到最好，必須要強力支持有成長動機的員工們。這不只是把員工成長交付給高潛力的領導-發展計畫、高層訓練或是年度休假這麼簡單而已，強力站在員工的立場，意味著打造一種組織文化，不管是公司的例行活動、日常公事與對話中，都把員工的持續成長與他每日的工作內容交織在一起。

本書深入研究能夠體現這種突破式組織文化的三大領導企業，從他們持續嚴格執行的方法，如何反饋，如何利用會議，以及經理人與領導人如何定義自己有別於其他公司的角色，藉此展現DDO的原則，打造組織中的發展文化。

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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 capabilities—even personal development—of 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 companies—Deliberately Developmental Organizations. A DDO is organized around the deceptively simple but radical conviction that organizations will best prosper when they are deeply aligned with people’s 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 people’s ongoing development is woven into the daily fabric of working life and visible in the company’s 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 DDOs—from 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.