Leadership and Self-Deception: Getting Out of the Box by The Arbinger InstituteThe disease of self-deception (acting in ways contrary to what one knows is right) underlies all leadership problems in todays organizations, according to the premise of this work. However well intentioned they may be, leaders who deceive themselves always end up undermining their own performance.This straightforward book explains how leaders can discover their own self-deceptions and learn how to escape destructive patterns. The authors demonstrate that breaking out of these patterns leads to improved teamwork, commitment, trust, communication, motivation, and leadership.
Leadership and Self Deception
Book Summary: “Leadership and Self-Deception. Getting out of the box”, by the Arbinger Institute
Click here to see the entire series. Intrigued by the title for some time, this book came highly recommended by my colleague Pete Cracovaner of Pinnacle Resource Group. Written as a parable, this book explores how we all view and treat others as objects to help us accomplish our goals termed being " in the box " as opposed to viewing others as people, with their own hopes and dreams being " out of the box ". Being " in the box " limits our ability to reach our full potential and betrays the basic obligation that we each have to see others as they are, as people. We see people who challenge these images as threats and those who reinforce these images as allies. But regardless, we view others merely as objects, not as people. When applying these concepts to the workplace, it must be in the context of the point of all our efforts at work: to achieve results.
It shows how the problems that typically prevent superior performance in organizations are the result of a little-known problem called "self- deception. The problem is, being in the box they can't see that they undermine performance. Consequently, they don't change, and neither do their results. The good news is that there is a solution to self-deception and the costly problems that arise from it. Current organizational theory finds itself in the same situation that medicine faced a century and a half ago.
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This third edition of an international bestseller—over 2 million copies sold worldwide and translated into 33 languages—details how its powerful insights on motivation, conflict, and collaboration can benefit organizations as well as individuals. Since its original publication in , Leadership and Self-Deception has become an international word-of-mouth phenomenon. Rather than tapering off, it sells more copies every year. The book's central insight—that the key to leadership lies not in what we do but in who we are—has proven to have powerful implications not only for organizational leadership but in readers' personal lives as well. Leadership and Self-Deception uses an entertaining story everyone can relate to about a man facing challenges at work and at home to expose the fascinating ways that we blind ourselves to our true motivations and unwittingly sabotage the effectiveness of our own efforts to achieve happiness and increase happiness. Most importantly, the book shows us the way out.