Cover -- Title -- Copyright -- Contents -- Preface -- Acknowledgements -- 1 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 Freedom to Operate -- The Freedom to Speak -- The Freedom to Actualize -- The management task -- A final nudge in the right direction -- Notes -- 2 Solomon's solution -- Work in the Hand -- Travelling to work -- Mass production, productivity and being fined for whistling on the job -- Getting serious about efficiency -- All change -- Work in the Head -- Caught in a double bind -- The duality of life as an employee -- Emotional labour -- The cost of stress -- The work-life balance experiment -- Authenticity is both the problem and the solution -- Notes -- 3 A design for workplace authenticity -- Important guiding forces -- The philosophical position that we take -- Notes -- 4 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 -- Dimensions of improvement -- The power of 'reintegrated thinking' -- Comparisons near and far -- Key questions to help develop your Freedom to Operate (F2O) -- Notes -- 5 The second freedom: The freedom to speak -- Talk and the intended domain of value creation (IDVC) -- Releasing the benefits of the Freedom to Speak -- Reducing deference within the organization -- Removing a 'parent-child' mindset from the organization -- Reducing 'deficit thinking' in the organization.

Minimizing technical and corporate language that excludes and disables conversation -- Bringing background issues into the foreground of conversation -- The value of discourse across multiple fora and platforms -- The opportunity offered by everyday conversational tools and techniques -- Key questions to help develop your Freedom to Speak (F2S) -- Notes -- 6 The third freedom: The freedom to actualize -- Benefits of the Freedom to Actualize -- Considering ways 'to be': Self-expression -- Considering ways 'to be': Fit and alignment -- Considering ways 'to be': Keeping in flow -- Considering ways 'to be': The distorting effects of defensiveness and self-protectiveness -- Considering ways 'to discover and to imagine': Raising self-awareness -- Considering ways 'to be': Finding and constructing meaning -- Considering ways 'to become': Moving to action -- Considering ways 'to become': A dynamic process -- Considering ways 'to become': Transcending the ego -- Key questions to help develop your Freedom to Actualize (F2A) -- Notes -- 7 Assessing authenticity and freedoms: A self-completion diagnostic -- Recognizing authenticity at an individual level -- Observations and interpretation of diagnostic results -- Authenticity and freedoms diagnostic -- Creating and interpreting your profile -- Dimensions of authenticity -- Notes -- 8 The management task in authentic organizations -- The 5 'A's management task -- Authenticity and the role of freedoms fighter -- Role modelling authenticity -- Removing the blockers to authenticity -- A focus on 'min spec' management -- Adaptation and the head of learning and development -- Alignment and the role of interpreter -- A final word of caution about alignment -- Accountability and the role of steward -- Three levels of accountability -- Action and the role of occasional interventionist.

Managerial intervention: example 1 - when a workplace is toxic -- Managerial intervention: example 2 - at times of crisis -- Managerial intervention: example 3 - when individual obligations are not being observed -- Notes -- 9 Beyond the tipping point -- Note -- Index.