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An Everyone Culture: Becoming a Deliberately Developmental Organization
Robert Kegan, Lisa Laskow Lahey · 2016
In a sentence
A radical new model for unleashing a company's potential by creating a culture where everyone is dedicated to personal growth, turning weaknesses and errors into opportunities for development.
Most people in organizations are doing a second, unpaid job: hiding their weaknesses and managing impressions. This wastes immense resources. The authors, developmental psychologists Robert Kegan and Lisa Lahey, introduce a solution: the Deliberately Developmental Organization (DDO). A DDO is built on the radical conviction that organizations prosper most when they align with people's strongest motive: to grow. Through in-depth case studies of three pioneering companies—Bridgewater Associates, Decurion Corporation, and Next Jump—the book reveals the design principles, concrete practices, and underlying science that create a culture where everyone can overcome their internal barriers to change. It demonstrates how weaving personal development into the daily fabric of working life leads to enhanced profitability, innovation, and a more fulfilling way of being at work.
The four lenses
- Science
- Statistics
- Systems
- Strategy
The model
This model explains how a set of specific organizational design principles and practices, which constitute a Deliberately Developmental Organization (DDO), foster key psychological and behavioral states in employees. These states, characterized by psychological safety, a growth mindset, and the cessation of impression management, lead to dual positive outcomes: individual human flourishing (continuous personal development) and superior organizational performance (profitability, innovation, adaptability).
Developmental Aspirations (Edge)design lever
The organization's explicit and deeply held conviction that adult growth is possible, necessary, and a central strategic goal. It is the belief that business excellence and personal development are a single, unified objective, not a trade-off.
Supportive Community (Home)design lever
The network of teams, peer relationships, and leader-employee dynamics characterized by high levels of trust and psychological safety, where vulnerability is held and feedback is delivered with care and support for each other's growth.
Developmental Practices (Groove)design lever
The collection of regular, structured routines, tools, and processes embedded in daily work that are designed to surface and address individual and collective growing edges, weaknesses, and limiting assumptions.
Psychological Safetypsychological state
A shared belief held by members of a team that the team is safe for interpersonal risk-taking, such as exposing weaknesses or making mistakes, without fear of negative consequences to self-image, status, or career.
Cessation of Impression Managementbehavioral pattern
The reduction and eventual elimination of the 'second job' where employees spend time and energy hiding weaknesses, playing politics, managing others' favorable impressions, or otherwise engaging in self-protective, non-productive behaviors.
Growth Mindset Enactmentpsychological state
The active and consistent behavior of individuals who believe their abilities can be developed, demonstrated by seeking feedback, embracing challenges, persisting in the face of setbacks, and deliberately working on their weaknesses or 'growing edge'.
Adult Mental Developmentoutcome metric
An individual's qualitative progression in mental complexity and meaning-making, characterized by the ability to move from being subject to one's environment and beliefs to taking them as objects of reflection (e.g., from Socialized to Self-Authoring to Self-Transforming Mind).
Organizational Performanceoutcome metric
The attainment of superior business results, measured by metrics such as profitability, adaptability to complex challenges, innovation, speed to promotability, and employee engagement and retention.
How they connect
- developmental aspirations → influences growth mindset enactment
- supportive community → influences psychological safety
- developmental practices → influences growth mindset enactment
- developmental practices → influences cessation of impression management
- psychological safety → influences cessation of impression management
- cessation of impression management → influences adult mental development
- cessation of impression management → influences organizational performance
- growth mindset enactment → influences adult mental development
- adult mental development → influences organizational performance
The process
The book's playbook details how to transform a conventional company into a 'Deliberately Developmental Organization' (DDO). This radical cultural model integrates employee development directly into the daily operations of the business, positing that the most effective way to achieve organizational success is by fostering the continuous growth of every single employee. The core strategy is to eliminate the 'second job' most people perform—hiding weaknesses and managing impressions—and redirect that energy toward both personal and organizational flourishing. This is achieved by creating an environment defined by three interconnected dimensions: 'Edge' (aspirations for continuous growth), 'Home' (safe, trustworthy communities that support vulnerability), and 'Groove' (a set of consistent practices that make development a daily habit). The transformation begins with leadership committing to the dual mission of business excellence and human development. The organization then introduces specific, repeatable processes that systematically surface individuals' limitations, not as failures, but as 'growing edges' ripe for development. Practices such as structured self-reflection (like the Immunity to Change exercise), radical transparency, and constant, candid feedback are embedded into workflows and meetings. This challenging work is made possible by a strong sense of community where it is safe to be vulnerable and to practice new ways of being. By making personal growth a collective responsibility and linking it directly to solving real business problems, a DDO creates a powerful engine for meeting adaptive challenges, improving business outcomes, and unleashing the full potential of its people. The playbook argues that this approach is not just a 'nice-to-have' but a strategic necessity for thriving in an increasingly complex world, turning the entire organization into an incubator for talent.
Becoming a Deliberately Developmental Organization (DDO)
To transform an organization's culture to integrate employee development with daily work, thereby unlocking both human and business potential.
When to use: When an organization seeks to move beyond traditional training and development to build a culture that can meet adaptive challenges and unlock greater potential.
Step 1Secure leadership commitment to the DDO philosophy.
Entry: Leadership recognizes the limitations of the current culture and is seeking a new model for organizational effectiveness.
Exit: A critical mass of leadership has formally agreed to sponsor and engage in the transformation.
In: Leadership dissatisfaction with the status quo, A vision for a more developmental culture · Out: Leadership commitment to begin the DDO journey
Step 2Establish an initial 'Home' for developmental work.
Entry: Leadership commitment is secured.
Exit: A pilot group is formed and has agreed on norms for creating psychological safety.
In: A group of willing participants · Out: A foundational developmental community
Step 3Introduce a 'Groove' of initial developmental practices.
Entry: A safe 'Home' has been established.
Exit: Participants have used the practices to identify their individual improvement goals.
In: Developmental tools and frameworks (e.g., ITC) · Out: Individual developmental goals for each participant
Step 4Scale the developmental culture.
Entry: The pilot group has demonstrated the value of the practices.
Exit: A plan for wider rollout is in place and being executed.
- Decide on the pace and method of scaling (e.g., top-down, middle-out).
In: Success stories from the pilot group, A scaling strategy · Out: Wider adoption of DDO principles and practices
Step 5Integrate development into all business operations.
Entry: DDO practices are being adopted more broadly.
Exit: Developmental goals are explicitly linked to business objectives and performance reviews.
In: Analysis of existing business processes · Out: Redesigned roles and processes that foster development
Uncovering and Overcoming Your Immunity to Change
To identify and overcome the hidden psychological dynamics (the 'immune system') that prevent a person from achieving an important improvement goal.
When to use: When an individual is stuck and failing to make progress on a goal they genuinely care about, despite repeated efforts.
Step 1Define a meaningful improvement goal (Column 1).
Entry: The individual has identified a change they want to make.
Exit: A clear, important, and actionable improvement goal is written down.
In: Self-reflection, Feedback from others · Out: A Column 1 commitment
Step 2Identify counterproductive behaviors (Column 2).
Entry: A Column 1 goal is defined.
Exit: A comprehensive, honest list of undermining behaviors is created.
In: Self-observation · Out: A list of Column 2 behaviors
Step 3Uncover hidden competing commitments (Column 3).
Entry: Column 2 behaviors are listed.
Exit: A set of hidden commitments that explain the 'logic' behind the counterproductive behaviors is identified.
In: The list of Column 2 behaviors · Out: A list of Column 3 competing commitments
Step 4Surface the 'Big Assumptions' (Column 4).
Entry: Column 3 commitments are identified.
Exit: A list of core, worldview-defining assumptions is articulated.
In: The list of Column 3 commitments · Out: A list of Column 4 Big Assumptions
Step 5Design and run tests of the Big Assumptions.
Entry: Big Assumptions have been identified.
Exit: An initial experiment has been designed and run.
In: The list of Big Assumptions · Out: Data about the validity of a Big Assumption
Step 6Reflect on test results to evolve your mindset.
Entry: Data from one or more tests has been collected.
Exit: The individual has a new perspective on their Big Assumption and is able to act in new ways.
In: Test results and observations · Out: A modified belief system, New behaviors aligned with the improvement goal
Bridgewater's Five-Step Process for Achieving Goals
To provide a systematic, repeatable process for individuals and teams to achieve goals and evolve by learning from mistakes.
When to use: When setting out to achieve any goal, or when a problem or failure occurs.
Step 1Set clear goals.
Entry: An objective needs to be met.
Exit: A clear, prioritized goal is established.
In: Values, Ambitions · Out: Prioritized goals
Step 2Identify and do not tolerate problems.
Entry: You are pursuing a goal.
Exit: A problem or obstacle has been clearly identified and logged.
In: Outcomes that deviate from goals · Out: Identified problems
Step 3Diagnose problems to their root causes.
Entry: A problem has been identified.
Exit: The root cause of the problem is understood and agreed upon.
In: Identified problems, Data about what happened · Out: A diagnosis of the root cause
Step 4Design a plan to eliminate the problems.
Entry: The root cause has been diagnosed.
Exit: A documented plan for change is created.
In: The root cause diagnosis · Out: A design for a new process or 'machine'
Step 5Execute the plan ('Push through').
Entry: A plan has been designed.
Exit: The tasks in the plan are completed and the goal is achieved.
In: The designed plan · Out: Goal achievement, Personal and organizational evolution
Next Jump's Onboarding Boot Camp
To rapidly immerse new employees in the DDO culture, help them identify their core developmental challenge ('backhand'), and begin the practice of continuous self-improvement.
When to use: Immediately upon an employee's hiring.
Step 1Participate in the three-week Personal Leadership Boot Camp (PLBC).
Entry: Employee's first day at Next Jump.
Exit: The three-week period is complete.
In: New hire cohort
Step 2Identify your 'backhand'.
Entry: Boot camp has begun.
Exit: The individual has a clear understanding of their designated backhand.
In: Self-reflection, Feedback from others · Out: Identified 'backhand'
Step 3Work in customer service.
Entry: Boot camp is in session.
Exit: The customer service rotation is complete.
In: Customer inquiries · Out: Resolved customer issues, Experience practicing one's backhand
Step 4Lead a 'plus-1 project'.
Entry: The individual is participating in the customer service rotation.
Exit: The plus-1 project is completed and presented.
Out: An improved process, Leadership practice
Step 5Present learnings to the leadership committee.
Entry: The three-week boot camp is complete.
Exit: The presentation is delivered.
In: Learnings from boot camp · Out: A presentation to leadership
Step 6Undergo graduation review.
Entry: The presentation to leadership is complete.
Exit: A graduation decision is made.
- Graduate and receive a team jacket.
- Repeat boot camp.
- Accept a $5,000 severance payment to leave the company.
In: Peer and coach feedback, Presentation performance · Out: A graduated new hire or a departure
Step 7Create a post-boot camp practice plan.
Entry: Successful graduation from boot camp.
Exit: A documented practice plan is created.
Out: A personal development plan
Decurion's Developmental Meeting Practice
To address business challenges, conflicts, and misalignments in a way that builds community, surfaces root causes in mindsets, and fosters both individual and collective development.
When to use: When a group needs to address a complex business problem, resolve conflict, or improve alignment.
Step 1Begin the meeting with a 'Check-in'.
Entry: The meeting is about to begin.
Exit: All who wish to speak have checked in.
Out: A group of present and connected participants
Step 2The leader 'sets the field'.
Entry: The check-in is complete.
Exit: The context and higher purpose of the meeting are established.
In: The business agenda · Out: A shared context for the conversation
Step 3Form a 'Fishbowl' for focused dialogue.
Entry: A complex or sensitive topic needs to be explored.
Exit: The fishbowl group is formed and ready to begin.
Out: A fishbowl structure
Step 4Engage in authentic dialogue within the fishbowl.
Entry: The fishbowl is formed.
Exit: The core issues have been surfaced and explored.
In: Personal experiences and perspectives · Out: Deeper understanding of the issue and its root causes
Step 5Bear witness and participate from the outer circle.
Entry: The fishbowl dialogue is underway.
Exit: The dialogue has reached a natural point of conclusion or transition.
Out: Collective wisdom and shared understanding
Step 6Conclude the meeting with a 'Check-out'.
Entry: The meeting's business is concluded.
Exit: All who wish to speak have checked out.
Out: A sense of closure and continued connection
Next Jump's Follower-Leader Organization (FLO) Model
To develop leadership capabilities across the organization by systematically rotating roles on cultural initiatives, prioritizing long-term growth over short-term efficiency.
When to use: When launching or running an internal cultural initiative.
Step 1Assign a 'Captain' to lead the initiative.
Entry: A new cultural initiative is being launched or an existing one is due for leadership rotation.
Exit: A Captain is assigned.
Out: An assigned Captain
Step 2Assign the previous Captain to the 'Coach' role.
Entry: A new Captain has been assigned.
Exit: A Coach is assigned.
Out: An assigned Coach
Step 3Assign a 'Right Hand' and 'Left Hand'.
Entry: A Captain and Coach are assigned.
Exit: A full FLO team structure is in place.
Out: A complete FLO team
Step 4Execute the initiative with a focus on development.
Entry: The FLO team is in place.
Exit: The initiative's goals for the period are met.
Out: Project outcomes, Developmental progress for the Captain
Step 5Rotate roles for the next cycle.
Entry: A project cycle is complete.
Exit: A new set of role assignments is in place for the next cycle.
Out: A rotated FLO team
The story
The reader Readers are leaders, managers, and employees who are frustrated with the limitations of traditional workplaces. They want to unlock their own full potential and that of their organizations, but find themselves and their colleagues stuck in patterns of hiding weaknesses, playing politics, and resisting meaningful change.
External problem
Their organization is not reaching its full potential; it's plagued by inefficiency, low engagement, political maneuvering, and an inability to adapt to complex challenges.
Internal problem
They feel frustrated, disengaged, and perhaps even like a fraud, knowing they are wasting energy managing impressions instead of growing. They feel work is a place of performance, not practice, which creates anxiety and stifles learning.
Philosophical problem
It's just plain wrong that workplaces demand so much of our lives but fail to support our most fundamental human drive: to grow and become better versions of ourselves. Work should be a place of flourishing, not just functioning.
The plan
- Understand the theory of adult mental development (Socialized, Self-Authoring, Self-Transforming Minds) to see why this work is crucial.
- Learn the core design principles of a DDO, organized into the framework of Edge (Aspirations), Home (Community), and Groove (Practices).
- Begin building a developmental culture by identifying your own 'growing edge' and starting small-scale experiments to create 'Home' for your team or organization.
Success
- Your organization becomes a dynamic, adaptive, and highly profitable entity where problems are solved more effectively and innovation thrives.
- You and your colleagues are freed from the 'second job,' unleashing energy and creativity for meaningful work.
- Work becomes a place of personal flourishing, deep satisfaction, and continuous growth, leading to higher engagement and retention.
At stake
- Your organization will continue to waste its most valuable resource—its people's energy—on unproductive impression management.
- You and your colleagues will remain stuck, unable to realize your full potential, leading to burnout and disengagement.
- The company will be ill-equipped to handle the adaptive challenges of a rapidly changing world, ultimately falling behind its competitors.
Questions this book answers
- What if a company did everything in its power to create a culture in which everyone could overcome their own internal barriers to change?
- How can organizations create a culture that supports personal development for all employees, not just a select few?
- What are the design principles, concrete practices, and underlying science of Deliberately Developmental Organizations (DDOs)?
- How does fostering a developmental culture contribute to business success and profitability?
- How can leaders build a developmental culture in their own organizations?
Glossary
- Developmental Aspirations (Edge)
- The organization's explicit and deeply held conviction that adult growth is possible, necessary, and a central strategic goal. It is the belief that business excellence and personal development are a single, unified objective, not a trade-off.
- Supportive Community (Home)
- The network of teams, peer relationships, and leader-employee dynamics characterized by high levels of trust and psychological safety, where vulnerability is held and feedback is delivered with care and support for each other's growth.
- Developmental Practices (Groove)
- The collection of regular, structured routines, tools, and processes embedded in daily work that are designed to surface and address individual and collective growing edges, weaknesses, and limiting assumptions.
- Psychological Safety
- A shared belief held by members of a team that the team is safe for interpersonal risk-taking, such as exposing weaknesses, admitting errors, or offering dissenting opinions, without fear of negative consequences to self-image, status, or career.
- Cessation of Impression Management
- The behavioral pattern of individuals no longer devoting time and energy to hiding weaknesses, managing others' favorable impressions, playing politics, or covering up inadequacies.
- Growth Mindset Enactment
- The active and consistent behavior of individuals who believe their abilities can be developed, demonstrated by seeking feedback, embracing challenges, persisting in the face of setbacks, and deliberately working on their weaknesses or 'growing edge'.
- Adult Mental Development
- An individual's qualitative progression in mental complexity and meaning-making, characterized by the ability to move from being subject to one's environment and beliefs to taking them as objects of reflection (e.g., from Socialized to Self-Authoring to Self-Transforming Mind).
- Organizational Performance
- The attainment of superior business results, measured by metrics such as profitability, adaptability to complex challenges, innovation, speed to promotability, and employee engagement and retention.
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