Leadership and Self-Deception - The Arbinger Institute
What if you could read 3 books per day?
Terry Warner, '63, never set out to be an organizational consultant, but in the late s, Stephen R. Covey, learned about his work on self-betrayal and thought the concepts might help one of his clients. Using Warner's ideas, the company went from being nearly torn apart by internal conflict to becoming the most profitable company in the steel service industry. In this experience Warner discovered that working with organizations could provide him with a laboratory of living subjects that anchored his theoretical work to practical realities and motivated thousands of people to share stories with him. At a crucial point, Warner was counseled by the BYU administration to develop and gain legitimacy for his ideas off campus as practical tools for helping people.
Leadership and Self-Deception explaines how our self-centered and self-aggrandizing tendencies can eradicate our natural empathy and kindness and ruin our relationships. We may consider them as simple nuisances to our well being and see them as objects. The main issue of this distorted worldview is that of blaming others instead of looking at our own contributions. The authors say that sometimes we still harbor negative feelings about the people around, but we externally manifest positive feelings and nice behavior. Our box thinking can feed on itself in a vicious circle. For example, if we feel we are superior and more knowledgeable than the people around, we will block off new information. And if we feel somebody is sneaky, we might force in them that exact behavior simply to confirm our own self deception.
Since its original publication in , Leadership and Self-Deception has become a word-of-mouth phenomenon. This book shows how the problems that typically prevent superior performance in organizations and cause conflicts in our personal lives are the result of a little-known problem called self-deception. When trapped in self-deception, we live and work as if trapped in a box. But there is a way out. Through an entertaining and engaging story, Leadership and Self-Deception shows what self-deception is, how it infects our lives, the damage it does, and, most importantly, what can be done about it. This third edition includes new research about the impact of self-deception in organizations and the keys to eliminating its devastating effects.