NEW EXPANDED EDITION includes new chapter on how others have used the book in their organizations. For too long, the issue of selfdeception has been the realm of deepthinking 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 selfdeception is so pervasive it touches every aspect of life. Touches is perhaps too gentle a word to describe its influence. Selfdeception actually determines ones 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 leadership, is the subject of this book.
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Arbinger is a worldwide institute that helps organizations, families, individuals, and communities to solve the problems that have been created by the little-known but pervasive problem of self-deception (the problem of not knowing, and resisting the possibility, that one has a problem). Most conflicts, for example, are perpetuated by the problem of self-deception, as are most failures in communication and most breakdowns in trust and accountability. Unless one can solve the problem of not knowing one has a problem, these other problems necessarily remain. Try telling others they have a problem, however, and the depth of the problem of self-deception becomes clear. How can you help others to see something they are unwilling to see? This is the central challenge created by the problem of self-deception and the challenge that Arbinger's work is designed to overcome. Arbinger's materials educate people about the problem of self-deception, and Arbinger's methodologies help people to overcome it.
Le informazioni nella sezione "Su questo libro" possono far riferimento a edizioni diverse di questo titolo.
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