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Leadership and Self-Deception: Getting Out of the Box Paperback – 1 Mar 2002

4.2 out of 5 stars 33 customer reviews

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Product details

  • Paperback: 180 pages
  • Publisher: Berrett-Koehler; New edition edition (1 Mar. 2002)
  • Language: English
  • ISBN-10: 9781576751749
  • ISBN-13: 978-1576751749
  • ASIN: 1576751740
  • Product Dimensions: 14.2 x 1.4 x 21.5 cm
  • Average Customer Review: 4.2 out of 5 stars  See all reviews (33 customer reviews)
  • Amazon Bestsellers Rank: 625,994 in Books (See Top 100 in Books)

Product Description

Review

"It is engaging and fresh, easy to read, and packed with insight. I couldn't recommend it more highly." -- —Stephen R. Covey, author of The 7 Habits of Highly Effective People

About the Author

The Arbinger Institute is a scholarly consortium and management training and consulting firm comprised of scholars, business leaders, and professionals who write about the implications of self-deception for organizational, community, and family life.


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Customer Reviews

Top Customer Reviews

Format: Paperback
I first read this book several years ago but the ideas in it have stayed with me and increased in relevance over time. I read it mainly in the hope of finding ways to 'help' other people improve and so was very resistant to the idea that I might be contributing to the problems they were causing me. However, the simplicity, elegance and depth of the concepts rang so true and were so useful to me, in all areas of my life, that I have come back to it time and time again. At the heart of Arbinger work is the concept that we are continually making a choice in our `way of being' - to be responsive and to see others as people, whose needs and desires are just as important as our own, or to be resistant and to see others as objects, whose needs and desires are not as important as out own. Connected to this is the idea of self deception, which you could describe as the assumption that I am not a problem. When I am self-deceived (which, let's face it, is most of the time!) I am creating my own problems, but I am unable to see this, and I resist any attempt to solve these problems even though I say that is what I want. Liberation lies in the continuing efforts to 'get out of the box' and see people and situations without distortion and this book provides many illustrations and tools to help you do this.
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Format: Hardcover
The Arbinger Institute's view on how we create (organisational) problems for ourselves and then how we "fix" them, is simple yet profound.
I've read hundreds of management , leadership and personal development books ... This one adopts the number one position - Overnight!
Whether you are struglling to influence your team or organisation to willingly embrace change; or find yourself as a parent with a "difficult" child, then this is for you.
They suggest that we suffer from 3 problems!
1 We create our own problems 2 We are blind to these problems 3 We resist wanting to fix these problems..
The book is a story (therefore any easy read!) of a new guy 6 months into his new company, attending his first review with the boss. He believes that he has done really well since he joined and is anticipating bouquets...
However, his boss (the enlightened one!) has a different view. What unfolds is a home truths session that could be you or I... dealing with the essence of why we create the problems we do with people.
Not until the final pages does the author reveal the solution.
Having read Covey, Senge, Peters etc. I found this a refreshing view of our eternal challenge with people.
Buy it and give your friends a copy!
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Format: Paperback Verified Purchase
To be honest i am about 3/4 through the book and so far am really enjoying the read.

Unlike most instructional management books this is set out as a part story in the 3rd person. It works for me and has really made me think about how i see people and then interact with them. It is a short easy to read book book with a single message. Whilst all managers would benefit, I would recommend this book to anyone in the workplace.
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Format: Paperback
I read this on holiday recently because it was recommended by someone who said it had changed their life. I can see how this book would do that. If you blame others, or harbour negative thoughts about them, you need to read this book.

In my work, I am forever emphasising of the importance of both self awareness and seeing the situation from the other person's shoes. What this book does is address the psychology about why these things are so important if we are to succeed in life and be at peace with ourselves. It explains how we end up with all kinds of incorrect judgements and attitudes that eat us up and limit our effectiveness if we don't pay attention to these essential basics.

It's a light, story telling read set in America, I can I understand that this style doesn't suit everyone but at least it is accessible to all. One reviewer said it could have been a five page paper - the trainer/author in me wants to write that paper as a quick reference point. One day, I probably will!

Julie Cooper
Author of Face to Face in the Workplace
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Format: Paperback
This book tells of a manager, a CEO, a father, and a 19th century scientist who while searching diligently for their problems "out there" find that the problem is within themselves. If you're familiar with systems thinking you'll understand the science behind it. But the beauty of the book is that it's written as a business fable that follows one character through his self-discovery and correction. Along the way, you'll be drawn in as you find yourself relating to the character's challenges wanting to know what happens next in order to help yourself.

The best way to illustrate the premise behind the book, without revealing the secrets is by retelling the story of the 19th scientist, Dr Ignaz Semmelweis. As an obstetrician in the maternity ward at Vienna General Hospital he observed a high 1 in 10 mortality rate, while next door where the midwives delivered babies the mortality rate was only 1 in 50. Semmelweis researched and tested and experimented, only to discover to his horror that the doctors, who were also experimenting on cadavers, were carrying small 'particles' back to the maternity ward that sickened the women. He discovered "germs" -- and he discovered that the high mortality rate was not caused by something "out there" but by himself.

Leadership and Self-Deception sets out to answer the problem: "How can people simultaneously (1) create their own problems, (2) be unable to see that they are creating their own problems, and yet (3) resist any attempts to help them stop creating those problems?"

As I coach, I help people to recognize their role in their problems and their options to do something about it.
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