Dr. Kegan’s study of organizations yielded four cases of companies that modeled the unique properties of a deliberately developmental organization. In the words of one of these organizations (Decurion Corporation), “Flourishing is the process of living into one’s unique contributions. It is the process of becoming oneself. We expect to do this through our work.” In the words of another, Next Jump: “Caring for your employees and helping them grow as human beings is possible while making money and helping the world become a better place.” Dr. Kegan underscored that each of the organizations featured as DDOs in his book were selected from a pool of hundreds of organizations that his team studied, and that each DDO was not only from a different industry or market, but was also financially high-performing. Thus, the common criticism that a developmentally-oriented organization may lead to “happiness as a process” but also lead to lower bottom-line performance is not supported by Dr. Kegan’s research. Instead, the DDO emerges at the intersection of developmental aspirations, developmental communities, developmental practices.