Page 23 - Here and Now – Apr 2024

authenticity of one's beliefs and actions is constantly under scrutiny. The outcome is a landscape
of the organization marked by suspicion, judgment, and a ‘competitive morality’ that values
appearance over genuine understanding and empathy. This needs to be arrested.

2)Being Authentic Vs Being Genuine : This is indeed the holy cow
being questioned. In the exploration of behaviour and the
hierarchical structure of transparency, the concept of 'being genuine'
is positioned at the pinnacle, surpassing even 'being authentic' in its
significance. While authenticity refers to the honesty and accuracy
of an individual's external expressions and reactions as an element
of congruence, it often captures a person's feelings or attitudes
towards a situation at a specific moment. This immediacy of
expression, although valuable, may not always delve into the deeper,

foundational motives guiding an individual's actions or beliefs.

On the other hand, 'being genuine' encompasses a more profound
layer of sincerity and integrity. It is not merely about the accuracy of
one's momentary expressions or reactions but involves a consistent alignment between one's
actions, words, and deep-seated intention. This alignment signifies a person's commitment to
truthfulness not only in their interaction with others but also in their self-reflection and self-
understanding.

Being genuine, therefore, implies a deeper engagement with one's values and principles,
ensuring that these core beliefs consistently inform one's behaviour and interactions. It
represents a level of self-awareness and authenticity that is not fleeting or superficial but is
rooted in the fundamental aspects of an individual's character. This distinction between being
authentic and being genuine is crucial in understanding the dynamics of differences. It
highlights the importance of not just presenting oneself truthfully in the moment but doing so
in a way that reflects a deep and enduring commitment to one's inherent values and motives.

Conclusion

Navigating disputes and contretemps in non-profit voluntary organizational settings is a

complex but essential aspect of governance. By acknowledging and not feeling attacked by the
underlying causes of conflicts and employing collective strategic approaches to resolution, non-
profits can foster a more harmonious and productive work environment. This essay has
explored the dynamics of dealing with differences and attempted to outline adoptable personal
explorations that could help navigate the disputes and contretemps in a non-profit.

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