“Why Should Anyone Work Here? What It Takes to Create an Authentic Organization” by Rob Goffee and Gareth Jones (Harvard Business School Press, $30).“The world of organizations is made and remade through the actions of the people in them.” With that in mind, the authors developed the DREAMS employee function and satisfaction template. Here’s a […]
Get Instant Access to This Article
Subscribe to Hartford Business Journal and get immediate access to all of our subscriber-only content and much more.
- Critical Hartford and Connecticut business news updated daily.
- Immediate access to all subscriber-only content on our website.
- Bi-weekly print or digital editions of our award-winning publication.
- Special bonus issues like the Hartford Book of Lists.
- Exclusive ticket prize draws for our in-person events.
Click here to purchase a paywall bypass link for this article.
“Why Should Anyone Work Here? What It Takes to Create an Authentic Organization” by Rob Goffee and Gareth Jones (Harvard Business School Press, $30).
“The world of organizations is made and remade through the actions of the people in them.” With that in mind, the authors developed the DREAMS employee function and satisfaction template. Here's a snapshot:
“Difference” — True diversity goes beyond gender, ethnicity, age, etc. It includes thought processes, approaches to tasks, frames of reference and ways people learn. Employees don't want to be clones or drones. By valuing such differences you can leverage the power of divergent thinking.
“Radical honesty” — In order to maximize productivity, people need to know what's going on. When left in the dark, they begin to guess; productivity falls when the rumor mill starts.
“Extra value” — Employees are assets that build intellectual capital. To maximize value, employee development must focus on three levels of skills: technical (job-specific), conceptual (problem-solving and creativity), and human (communication and collaboration).
“Authenticity” — This deals with your organization's “identity-defining roots.” People want to work for companies that stand for and behind something. It goes beyond products and services and deals with role models and community. Everyone walks the talk.
“Meaning” — Engaged employees don't work just for a paycheck. Their jobs connect them to their colleagues, stakeholders and the organization's goals. Cross-functional teams at all levels allow employees to share knowledge and build relationships — the glue that holds great teams together.
“Simple rules” — Complexity breeds misunderstanding, and brings agreement, fairness and discretion into question. Keeping things simple allows continuous improvement to flourish.
