Robert Kegan and Lisa Lahey coauthored An Everyone Culture – Becoming a Deliberately Developmental Organization. This book explores a new model for reaching everyone’s full potential as an organization by introducing what the authors call a DDO (Deliberately Developmental Organizations) to promote and value adult development as the highest culture in the company. It examined and showcased many examples from Next Jump, Decurion, and Bridgewater to demonstrate that when employees are growing, the company will ultimately profit. The book is divided into seven chapters and an epilogue to show and explain what DDOs do and practice. The book points to a qualitatively “new model for people development – the single most powerful way we know of, as developmental psychologists, for an organization to unleash the potential of its people.” The book uses illustrations from real people who work in a real company to challenge all the current organizations to embody a breakthrough in their company culture, organization structures, and communication and evaluations to be creative in their strategy to develop everyone in the organization.
In chapters 3 and 4, the book identifies the importance of creating a developing and growing culture within the company. The three core elements that bring adult development are founded upon elements of three dimensions: Edge – Developmental aspirations, Home – Developmental communities, and Groove – Developmental practices. Then in chapter 4, the most practical and applicable directives were given to build an organization that will include everyone to grow. The authors said, “simply copying DDO practices doesn’t work, therefore, because it’s not sufficient to give people time and space and rules for practicing. You must also pay attention to creating a culture of practice, helping people adopt the spirit, intentions, and mindset of practice, rather than those of performances.” As I reflected upon youth ministries in Korean American immigrant churches, this concept of creating a culture of practice became very relatable and applicable. Do our youths get to practice their faith? From my observations in the past, typical KAIC youth ministries have not changed much in how we minister to our new Gen-Z. I would categorize the youth ministry as a performance-based culture rather than a practice-based culture. Simply learning about the Bible and stories in the Bible will not grow youths to own their faith. In order to own Hokma (the proverbs model of applying God’s truth into our cognitive head knowledge, experiential hand knowledge, and spiritual heart knowledge), the youths need to have more opportunity and challenge in growing up practicing what is being taught week to week.
The author’s challenge in creating an everyone growth model system is truly needed in the youth ministry. But instead of giving a spiritual community where everyone is encouraged and challenged to grow in their faith, identity, personalities, communication, working together, strengths, and weaknesses, the KAIC have been stuck in their thinking towards their youth ministry. For any change and growth to occur in any organization, the leadership has to be very intentional in creating a ‘culture of practice, helping people adopt the spirit, intentions, and mindset of practice.’ Every youth in KAIC needs to know that there is room to grow, room to fail, room to depend on one another, room to be a kid, room to try new things, and room to practice their spirituality. Unless the youths are rooted deeper in Christ and have ample opportunity to practice their living faith before entering college, the KAIC will continue to lose our NextGen during the chaos of our generation.
 Robert Kegan and Lisa Lahey. An Everyone Culture: Becoming a Deliberately Developmental Organization. (Boston, Massachusetts: Harvard Business Review Press, 2016), 1.
 Kegan and Lahey, An Everyone Culture, 124.