Machine generated contents note: Preface01 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 and references02 Solomon's solution -- Work in the Hand -- Work in the Head -- Authenticity is both the problem and the solution -- References03 A design for workplace authenticity -- Important guiding forces -- The philosophical position that we take -- References04 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 and references05 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) -- References06 The third freedom: the freedom to actualize -- Benefits of the Freedom to Actualize -- Key questions to help develop your Freedom to Actualize (F2A) -- Notes and references07 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 -- References09 Beyond the tipping pointIndex.

"In the complex and global economy it's more important than ever that we recognize and respond to the need for employees to bring their authentic selves to work. Doing so can mean increased innovation, productivity, more thoughtful risk taking, a sense of responsibility and increased adaptiveness to change. Creating Authentic Organizations works beyond the limited remit of authentic leadership and shows how this concept can and should be applied to your workforce. With simple and powerful models and strategies it will show you how to ensure more authentic dialogue, both between employees to discuss smaller issues and also to ensure open and meaningful discussion around threats and challenges. Bold and cutting edge, it offers a simple framework for a new set of management principles relating to self-management, empowerment and the freedom to operate. By re-framing the role of management, Creating Authentic Organizations will help you implement real meaning at work and improve organizational resilience"--

"The authors present the fatal flaws in traditional leadership and provide concrete solutions, offering a simple framework for a new set of management principles relating to self-management, empowerment and the freedom to operate. By sewing back the schism between the corporate persona and the authentic self and re-framing the role of management, this book helps professionals find meaning at work.Creating Authentic Organizations works beyond the limited remit of authentic leadership and shows how this concept can and should be applied to a workforce. With simple and powerful models and strategies, it explains how to ensure more authentic dialogue between employees to both discuss smaller issues and open and meaningful discussion around threats and challenges. "--