Engaging with Robert Kegan
Janet du Preez
Inspired by, “The Deliberately Developmental Organization” an extended white paper by Kegan, Lahey, Flemming, Miller and Markus.
Estimate the amount of energy, time, emotion, effort, passion, skill, money and thinking that is daily being devoted, within organisations, to people protecting themselves. Imagine if all this work were instead fully engaged in ensuring that organisational purpose is achieved, that people and relationships are optimised and that tasks get done. Creating organisations where people choose to invest their best resources in the strategies, systems and services which enable the organisation to flourish, requires that leaders figure out how to reduce this wasted energy. Changing the organisational mind-sets around error and failure, as advocated in the Deliberately Developmental Organization model, is a fundamental way of reducing risk – the kind of risk which causes people to either hold back or deflect the investment of their best resources.
Provocative Question: How could you change the beliefs, culture and behaviours associated with error and failure within the organisation over which you have influence?