Organizational identity has emerged as a significant construct to understand the behaviour of organizations. However, researchers have noted several inconsistencies in the way organizational identity has been conceptualized so far. The concept of organizational self holds promise in reconciling these tensions. In this article, we contribute towards this reconciliation by identifying processes that may facilitate the creation of a shared understanding of organizational self. Borrowing from, and building on, theorization from Indian psychology that specializes in the knowledge of individual self, we propose three processes, namely meta-cognizing, guarding and organizing, that assist organizational members arrive at a shared understanding of organizational self. Evidence from one organization’s efforts to evolve a unique identity is used to demonstrate the existence of these processes. This conceptualization is capable of addressing the inconsistencies in the organizational identity literature, and also has significant implications for practice as it may be able to suggest how organizational members can develop and preserve a unique organizational identity in the context of dynamic internal pressures and external influences.