The authenticity paradox , as defined by James H. Gilmore and B. Joseph Pine II in their book "Authenticity: What consumers really want" , contains the following axioms:
- If you are authentic, you don’t have to say you’re authentic.
- If you say you’re authentic, then you’d better be authentic.
- It’s easier to be authentic, if you don’t say you’re authentic.
Although Gilmore and Pine are interested in the authenticity of products and consumers’ experience of products, their axions apply to organizations too.
I am an organizational consultant, change advocate, and organizational identity/reputation scholar with a PhD in leadership & organizations. I research, write about, and consult with organizations on the relationships between organizational identity, actions, and purpose. I teach Technology Management, part-time, at Stevens Institute of Technology.
My current research focuses on how social technologies in the workplace can drive organizational change, generate meaning, and catalyze purpose. See the 
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