Leadership and Self-Deception
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This edition tackles the issue of self-deception and provides methodologies to help people overcome it.
Explains why self-deception is at the heart of many leadership problems, identifying destructive patterns that undermine the successes of potentially excellent professionals while revealing how to improve teamwork, communication, and motivation. Reprint.
NEW EDITION, REVISED AND UPDATED Since its original publication in 2000, Leadership and Self-Deception has become a word-of-mouth phenomenon. Its sales continue to increase year after year, and the book’s popularity has gone global, with editions now available in over twenty languages. Through a story everyone can relate to about a man facing challenges on the job and in his family, the authors expose the fascinating ways that we can blind ourselves to our true motivations and unwittingly sabotage the effectiveness of our own efforts to achieve success and increase happiness. This new edition has been revised throughout to make the story even more compelling. And drawing on the extensive correspondence the authors have received over the years, they have added a section that outlines the many ways that readers have been using Leadership and Self-Deception to improve their lives and workplaces—areas such as team building, conflict resolution, and personal growth and development, to name a few. Read this extraordinary book and discover what millions already have learned—how to consistently tap into an innate ability that dramatically improves both your results and your relationships.
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 2000, 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. We trap ourselves in a “box” of endless self-justification. Most importantly, the book shows us the way out. Readers will discover what millions already have learned—how to consistently tap into and act on their innate sense of what's right, dramatically improving all of their relationships. This third edition includes new research about the self-deception gap in organizations and the keys to closing this gap. The authors offer guidance for how to assess the in-the-box and out-of-the-box mindsets in yourself and in your organization. It also includes a sample of Arbinger's latest bestseller, The Outward Mindset.
For too long, the issue of self-deception has been the realm of deep-thinking philosophers, academics, and scholars working on the central questions of the human sciences. The public remains generally unaware of the issue. That would be fine except that self-deception is so pervasive it touches every aspect of life. "Touches" is perhaps too gentle a word to describe its influence. Self-deception actually determines one's experience in every aspect of life. The extent to which it does that, and in particular the extent to which it is the central issue in personal and professional leadership, is the subject of this book. Leadership and Self-Deception, first published in the year 2000, became an international bestseller. Launched with no fanfare when Arbinger (and its work) was little known, the book generated tremendous word-of-mouth momentum. Sales of the book continue to grow at an increasing rate even today, and the book continues to appear on bestseller lists around the world, many years after publication. The book is currently available in more than twenty languages.
Unknowingly, too many of us operate from an inward mindset—a narrow-minded focus on self-centered goals and objectives. When faced with personal ineffectiveness or lagging organizational performance, most of us instinctively look for quick-fix behavioral band-aids, not recognizing the underlying mindset at the heart of our most persistent challenges. Through true stories and simple yet profound guidance and tools, The Outward Mindset enables individuals and organizations to make the one change that most dramatically improves performance, sparks collaboration, and accelerates innovation—a shift to an outward mindset.
Written as an engaging story, this book shows how mistaken views can cause people to misread situations and exacerbate the issues they wish to improve. "The Anatomy of Peace" illustrates how to make inner peace a potent tool for achieving outer satisfaction.
A penetrating analysis of the dark corners of human deception, enlivened by intriguing case histories and experiments.
Get an Overview, Key Insights, Commentary and more from The Arbinger Institute’s Leadership and Self-Deception! Download now!
Do you have the leadership skills you need to solve problems, reach goals, and develop others? The COACH Model® is a radically different approach to leading people. Rather than provide answers, leaders ask questions to draw out what God has already put into others. ICF Professional Certified Coach and speaker Keith Webb teaches Christian leaders how to create powerful conversations to assist others to solve their own problems, reach goals, and develop their own leadership skills in the process. Whether leaders are working with employees, teenagers, or a colleague living in another city, they’ll find powerful tools and techniques to increase leadership effectiveness. Based on first-hand experience and taught around the world, The COACH Model for Christian Leaders is packed with stories and illustrations that bring the principles and practice to life and transform leaders’ conversations into powerful results.
We lie to ourselves every day: about how well we drive, how much we're enjoying ourselves - even how good looking we are. In this ground-breaking book, Robert Trivers examines not only how we self-deceive, but also why, taking fascinating examples from aviation disasters, con artists, sexual betrayals and conflicts within families. Revealing, provocative and witty, Deceit and Self-Deception is one of the most vital books written this century, and will make you rethink everything that you think you know. 'Original and important . . . remarkable, thick with ideas.' Financial Times 'One of the great thinkers in the history of Western thought.' Steven Pinker 'A swift tour of links between deception and evolutionary progress . . . fascinating.' Economist 'I devoured it from cover to cover . . . exhilarating.' Guardian 'A powerful book . . . essential for anyone who wants to try to counter their own unconscious biases.' Independent
People often act reflexively when faced with an ethical challenge. The necessity to make a fast decision leaves little time to think clearly. We get distracted by what our colleagues and others expect from us, and we make snap decisions that we regret. While most agree that outright lying, stealing, and harming are wrong, they seem to disagree about smaller compromises. This book argues that it's better and more satisfying to choose instead of react, to understand distinctions instead of guess what is right for us, and to remain cognizant of the impact of ethical compromise on our effectiveness at work and our personal relationships. The chapters of this book offer lessons and practical tools to help readers: 1. Develop radar to identify the situations where we are forced to make ethical compromises; 2. Understand how to use solid ethical logic and principles to foster clear thinking; 3. Draft and refine a personal code of conduct, and make it practical for everyday use; 4. Go beyond ethical basics to using your personal code as a lever for making more consistent decisions and reducing stress in work and life. Many books about ethics discuss weighty and controversial issues that few of us deal with in daily life--abortion, euthanasia, capital punishment, animal rights. While these books are valuable, they are not so much tools for decision making as food for thought. This book, in contrast, focuses on one of ethics' most insidious problems: our inability to make clear and consistent choices in everyday life. The practical tools and techniques in this book help readers design a set of personal standards, based on sound ethical reasoning, for reducing everyday compromises.
Leadership and the Unmasking of Authenticity presents a philosophic treatment of the core concept of authentic leadership theory, with a view toward illuminating how authors in the history of philosophy have understood authenticity as an ideal for humanity. Such an approach requires a broader view of the historical origins of authenticity and the examination of related ideas such as self-knowledge and deception. The chapters of this book illuminate the conflict between the contemporary understanding of authenticity and traditional philosophy by revisiting the ideas of thinkers who express self-knowledge as a cornerstone of their philosophy.
Thinkers50 Management Thinker of 2015 Whitney Johnson wants you to consider this simple, yet powerful, idea: disruptive companies and ideas upend markets by doing something truly different--they see a need, an empty space waiting to be filled, and they dare to create something for which a market may not yet exist. As president and cofounder of Rose Park Advisors' Disruptive Innovation Fund with Clayton Christensen, Johnson used the theory of disruptive innovation to invest in publicly traded stocks and private early-stage companies. In Disrupt Yourself, she helps you understand how the frameworks of disruptive innovation can apply to your particular path, whether you are: a self-starter ready to make a disruptive pivot in your business a high-potential individual charting your career trajectory a manager looking to instill innovative thinking amongst your team a leader facing industry changes that make for an uncertain future We are living in an era of accelerating disruption; no one is immune. Johnson makes the compelling case that managing the S-curve waves of learning and mastery is a requisite skill for the future. If you want to be successful in unexpected ways, follow your own disruptive path. Dare to innovate. Do something astonishing. Disrupt yourself.
“Both wise and clever, full of fun and surprise about a topic so central to our lives that we almost never even think about it.” —Bill McKibben, author of Earth: Making a Life on a Tough New Planet In the tradition of The Wisdom of Crowds and Predictably Irrational comes Being Wrong, an illuminating exploration of what it means to be in error, and why homo sapiens tend to tacitly assume (or loudly insist) that they are right about most everything. Kathryn Schulz, editor of Grist magazine, argues that error is the fundamental human condition and should be celebrated as such. Guiding the reader through the history and psychology of error, from Socrates to Alan Greenspan, Being Wrong will change the way you perceive screw-ups, both of the mammoth and daily variety, forever.
Change is difficult but essential—Esther Derby offers seven guidelines for change by attraction, an approach that draws people into the process so that instead of resisting change, they embrace it. Even if you don't have change management in your job description, your job involves change. Change is a given as modern organizations respond to market and technology advances, make improvements, and evolve practices to meet new challenges. This is not a simple process on any level. Often, there is no indisputable right answer, and responding requires trial and error, learning and unlearning. Whatever you choose to do, it will interact with existing policies and structures in unpredictable ways. And there is, quite simply, a natural human resistance to being told to change. Rather than creating more rigorous preconceived plans or imposing change by decree, agile software developer turned organizational change expert Esther Derby offers change by attraction, an approach that is adaptive and responsive and engages people in learning, evolving, and owning the new way. She presents a set of seven heuristics—guides to problem-solving—that empower people to achieve outcomes within broad constraints using their personal ingenuity and creativity. When you work by attraction, you give space and support for people to feel the loss that comes with change and help them see what is valuable about the future you propose. Resistance fades because people feel there is nothing to push against—only something they want to move toward. Derby's approach clears the fog to provide a new way forward that honors people and creates safety for change.
In June 1990, Indigenous peoples shocked Ecuadorian elites with a powerful uprising that paralyzed the country for a week. Militants insisted that the government address Indigenous demands for land ownership, education, and economic development. This uprising was a milestone in the history of Ecuador’s social justice movements, and it inspired popular organizing efforts across Latin America. While the insurrection seemed to come out of nowhere, Marc Becker demonstrates that it emerged out of years of organizing and developing strategies to advance Indigenous rights. In this richly documented account, he chronicles a long history of Indigenous political activism in Ecuador, from the creation of the first local agricultural syndicates in the 1920s through the galvanizing protests of 1990. In so doing, he reveals the central role of women in Indigenous movements and the history of productive collaborations between rural Indigenous activists and urban leftist intellectuals. Becker explains how rural laborers and urban activists worked together in Ecuador, merging ethnic and class-based struggles for social justice. Socialists were often the first to defend Indigenous languages, cultures, and social organizations. They introduced rural activists to new tactics, including demonstrations and strikes. Drawing on leftist influences, Indigenous peoples became adept at reacting to immediate, local forms of exploitation while at the same time addressing broader underlying structural inequities. Through an examination of strike activity in the 1930s, the establishment of a national-level Ecuadorian Federation of Indians in 1944, and agitation for agrarian reform in the 1960s, Becker shows that the history of Indigenous mobilizations in Ecuador is longer and deeper than many contemporary observers have recognized.
The Pulitzer Prize-winning columnist's "astonishing" and "enthralling" New York Times bestseller and Notable Book about how the Founders' belief in natural rights created a great American political tradition (Booklist) -- "easily one of the best books on American Conservatism ever written" (Jonah Goldberg). For more than four decades, George F. Will has attempted to discern the principles of the Western political tradition and apply them to America's civic life. Today, the stakes could hardly be higher. Vital questions about the nature of man, of rights, of equality, of majority rule are bubbling just beneath the surface of daily events in America. The Founders' vision, articulated first in the Declaration of Independence and carried out in the Constitution, gave the new republic a framework for government unique in world history. Their beliefs in natural rights, limited government, religious freedom, and in human virtue and dignity ushered in two centuries of American prosperity. Now, as Will shows, conservatism is under threat -- both from progressives and elements inside the Republican Party. America has become an administrative state, while destructive trends have overtaken family life and higher education. Semi-autonomous executive agencies wield essentially unaccountable power. Congress has failed in its duty to exercise its legislative powers. And the executive branch has slipped the Constitution's leash. In the intellectual battle between the vision of Founding Fathers like James Madison, who advanced the notion of natural rights that pre-exist government, and the progressivism advanced by Woodrow Wilson, the Founders have been losing. It's time to reverse America's political fortunes. Expansive, intellectually thrilling, and written with the erudite wit that has made Will beloved by millions of readers, The Conservative Sensibility is an extraordinary new book from one of America's most celebrated political writers.