Authenticity Paradox

It's inauthentic to be authentic.

6:42 / 38:30 – Paradoxes and Jargon

TAYLOR, David, 1994. Inauthentic authenticity or authentic inauthenticity. TESL-EJ. 1994. Vol. 1, no. 2, p. 1–11. page

“Be authentic” — that’s what organizations, brands and people keep being told. But too often, following that advice can limit us, especially at work, says Herminia Ibarra, professor of organizational behavior. She proposes an expansive way to think about authenticity, one that will ensure we keep growing.

Who doesn’t want to be authentic? But, a simplistic understanding of what authenticity means hinders growth and limits our impact. Learning, by definition, starts with unnatural and often superficial behaviors that can make us feel calculating, instead of genuine and spontaneous, and we latch onto authenticity as an excuse for sticking with what’s comfortable. But, the moments that most challenge our sense of self are also the ones that can teach us the most. By viewing ourselves as works in progress and evolving our professional identities through trial and error, we can develop in ways that both feel right to us and suit our changing circumstances.