Suggested Reading

by The Arbinger Institute

Organizational problems are almost always people problems. Despite continuous efforts to find solutions, organizations seem to still exhibit symptoms fed by blame, lack of accountability, complacency and motivation. “Leadership and Self-Deception” is based on the key insight that most problems facing organizations and individuals are nearly always symptoms of a deeper problem, known as self-deception. Self-Deception is not well understood, yet reduces the effectiveness of every individual, leader and employee. Whether your organization is very successful or in major need of a turn around, or you as an individual are trying to make personal changes, self-deception will reduce your ability to get the results you want. The authors write that 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 leadership, is the subject of “Leadership and Self-Deception.” This book has profound personal and professional implications for managers at all levels of an organization.