A Tale of Two Organizations: Creating the Authentizotic Organization

Abstract

Starting with an example of organizational “hell” and “heaven”, this article describes the authentizotic organization, the kind where people find meaning in, and are captivated by, their work. These organizations have C4 in their DNA: its participants engage in courageous conversations embedded within a coaching culture. The foundation for developing authentizotic organizations is trust. Trusted executives make a great effort to establish an organizational culture in which people feel safe and are comfortable in having voice and using it. I introduce an intervention methodology that incorporates the clinical paradigm, the psychodynamic-systemic lens that provides insight into people’s inner theater and underlying motivations. By incorporating these psychodynamic processes, key developmental areas can be identified that may block the creation of authentizotic organizations. Multi-party feedback instruments can be used to illuminate the gap between self-perception and the perceptions of others. I suggest that a safe transitional space needs to be created that enables people “to play” and discuss the organization’s “undiscussables.” Another helpful intervention is to have the organization’s key players engage in illuminative cathartic experiences through narrative. This can help create a mutually supportive organizational community and an organizational culture in which people give their best.