Contents
| Copyright | |
| Introduction | |
| Culture as Strategy | |
| In most organizations, everyone is doing a second job no one is paying them for. Imagine recapturing this energy—for the good of the organization and its employees. | |
| 1 | Meet the DDOs |
| If a particular kind of workplace were the best means of unleashing both human potential and organizational potential, what would such a workplace look and feel like? | |
| 2 | What Do We Mean by Development? |
| Every business says it wants to grow its people, but almost no business has a hard theory or scientific foundation for supporting adult development. | |
| 3 | A Conceptual Tour of the DDO |
| Edge, Home, and Groove | |
| What are the critical features that set the DDO apart from business as usual? | |
| 4 | In the Groove |
| Practices and Practicing to Create an Everyone Culture | |
| “So what actually goes on in these places?” Come see the other side of the moon. | |
| 5 | But Is This Any Way to Run a Business? |
| The Strictly Business Value of Being a DDO | |
| “Okay, I see what it can do for its people, but what is the ‘strictly business’ value of being a DDO?” | |
| 6 | Uncovering Your Biggest Blind Spot |
| What You’d Be Working On in a DDO | |
| Want to know about your own “growing edge”? Do this exercise! | |
| 7 | Creating Home |
| Getting Started toward Becoming a DDO | |
| Have a look at the way five different companies have begun their own journey in this direction. | |
| Epilogue | |
| A New Way of Being—at Work | |
| In the internet age, how much longer will we settle for an IBM Selectric culture at work? |
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