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Leadership and Self-Deception


Submitted By WhitneyMasch
Words 1278
Pages 6
When considering other people we work with as objects, we lose sight of our goals because we are only considering ourselves. This is the message the authors at The Arbinger Institute are trying to convey in their book, Leadership and Self-Deception. The book is not written as a manual on leadership, rather a story of one leader learning the meaning of self-deception. As we, the readers, learn through the training program Tom Callum is currently undergoing, we all are victims of self-deception. The book explains that self-deception is merely passing through moments when we observe the needs of other and let them pass without acting on them. This self-deception breed ill feelings toward the other person in order to justify our own actions. This area of self-deception is what the author refers to as “the box”. The book is an easy read because the author or authors use a story-telling approach to the topic of self-deception. Instead of saying we deceive ourselves, the authors used clear examples to illustrate their meanings. I found this to be appealing because the topic of their book is a bit vague when only hearing the main points of self-deception. By providing a story and stories with in the story, the authors clearly convey their point which makes understanding it much easier. The authors believe that productivity in an organizational and interpersonal relationship setting can be directly impeded by our unwillingness to view other people as people. The author points out that when we begin to view co-workers, spouses, family members and people in general as objects, their feelings and needs take a back seat to our own. This point is illustrated quite well in the book by the specific examples Tom, Bud, Kate and Lou give when speaking about their own experiences of being in and out of the box. One example of how clearly this is explained is the story

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