Recognition: A Business Case for Developing Through Relationships

  • Anouschka Klestadt


Organizations are becoming more flexible and transgressive in terms of organization of work, loosening of hierarchical ties, greater transparency and accessibility to information, dissolving of boundaries between private and professional lives, and more direct means of coming into contact with others. As these processes take place, the need for recognition and expectations toward others thereof are evolving from more formal, discrete and concrete to more personal, intimate and linked to one’s personal identity. People are confronted by their personal limitations, life-issues and (dis)illusions. While the quality of performance in return for a remuneration is and remains the essential of the relationship with the organization, questions of who we are come up, also during working time. However, we lack—until now—a frame of reference to reflect upon these needs and how to move about interacting with one another with respect for the essentials that motivate people in their lives, maybe not primarily for their work. Can this take place in the open space of organizations? Or are the borders beyond the organization the only available and proper ‘hosts’ of such events?

In this contribution, the deeply human drivers that inevitably underpin human motivation are discussed in terms of a communicative practice where recognition requires articulation of both desires and pain, thereby strongly influencing who we are at work and elsewhere.


Identity-formation Recognition Co-regulation Conflict Authenticity Dignity Leadership 


  1. Beyers, Leo. 1997. Het andere conflict. In Verschil en geschil, 112–156. Gent: Kritiekvzw.Google Scholar
  2. Block, Peter. 2011. Flawless Consulting. New York: Wiley & Sons.Google Scholar
  3. Cameron, Kim S., and Robert E. Quinn. 2011. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. San Francisco: Jossey-Bass.Google Scholar
  4. Covey, Stephen R. 2013. The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. New York: Simon & Schuster.Google Scholar
  5. Fogel, A. 1993. Developing Through Relationships, Origins of Communication, Self, and Culture. Exeter: Harvester Wheatsheaf.Google Scholar
  6. Hermans, H.J.M., and H.J.G. Kempen. 1993. The Dialogical Self, Meaning as Movement. London: Academic Press.Google Scholar
  7. Klestadt, Anouschka. 2015. Erkenning III (Recogition III). Hoeleden: Lecture at Campus Gelbergen.Google Scholar
  8. Kolb, David. 2015. Experiential Learning: Experience as the Source of Learning and Development. Upper Saddle River: Pearson Education.Google Scholar
  9. Maslow, Abraham. 1970. Motivation and Personality. New York: Harper & Brothers.Google Scholar
  10. Rossner, Richard. 2015. How Many Years Should You Stay in Consulting? Accessed 5 Apr 2017.
  11. Taylor, Charles. 1997. The Politics of Recognition. In The New Contexts of Canadian Criticism, ed. Ajay Heble, Donna ParmateerPennee, and J.R. Struthers, 98–131. Toronto: Broadview Press.Google Scholar
  12. ———. 1989. Sources of the Self, the Making of the Modern Identity. New York: Cambridge University Press.Google Scholar
  13. Trevarthen, C., and K.J. Aitken. 2001. Infant Intersubjectivity: Research, Theory, and Clinical Applications. Journal of Child Psychology and Psychiatry 42 (1): 3–48.CrossRefGoogle Scholar

Copyright information

© The Author(s) 2018

Authors and Affiliations

  • Anouschka Klestadt
    • 1
  1. 1.Campus GelbergenHoeledenBelgium

Personalised recommendations