Leadership and Self-Deception: Getting Out of the Box, 3rd Edition, Sep/2018

This 3rd edition of an international bestseller—over 2 million copies sold worldwide and translated into 33 languages—details how its powerful insights on motivation, conflict, and collaboration can benefit organizations as well as individuals.

Since its original publication in 2000, Leadership and Self-Deception has become an international word-of-mouth phenomenon. Rather than tapering off, it sells more copies every year. The book's central insight—that the key to leadership lies not in what we do but in who we are—has proven to have powerful implications not only for organizational leadership but in readers' personal lives as well.

Leadership and Self-Deception uses an entertaining story everyone can relate to about a man facing challenges at work and at home to expose the fascinating ways that we blind ourselves to our true motivations and unwittingly sabotage the effectiveness of our own efforts to achieve happiness and increase happiness. We trap ourselves in a “box” of endless self-justification. Most importantly, the book shows us the way out. Readers will discover what millions already have learned—how to consistently tap into and act on their innate sense of what's right, dramatically improving all of their relationships.

This third edition includes new research about the self-deception gap in organizations and the keys to closing this gap. The authors offer guidance for how to assess the in-the-box and out-of-the-box mindsets in yourself and in your organization. It also includes a sample of Arbinger's latest bestseller, The Outward Mindset.

About the Author:

The Arbinger Institute 

The word 'arbinger' is the ancient French spelling of 'harbinger': one who indicates or foreshadows what is to come; a forerunner. The Arbinger Institute is a harbinger of change.

Arbinger is a worldwide consulting company and think tank comprising people who have been trained in business, law, economics, philosophy, family dynamics, education, coaching, and psychology. The members of Arbinger come from diverse cultural backgrounds and from all religious and nonreligious traditions and belief systems. What they share is a deep understanding and passion for the ideas underlying Arbinger's work--a compelling model of human understanding and motivation that explains the ubiquitous problem of self-deception and how to solve it.

Arbinger's mission grows out of the work of an international team of scholars that broke new ground in solving the age-old problem of self-deception, or what was originally called "resistance." Arbinger was founded to translate this important work on self-deception--and its solution--into practical effect for individuals, families, and organizations worldwide.

Arbinger has grown from a small organization with only ten facilitators and staff members in 2000 to an international organization with over 300 facilitators, coaches, and staff members offering public courses, consulting and coaching services, and tailored organizational interventions. The members of Arbinger are mobilized to help organizations, communities, individuals, families, educators, those in the criminal justice system, and helping professionals. Arbinger's clients range from individuals who are seeking help in their lives to many of the largest companies and governmental institutions in the world. Among these organizational clients are Microsoft, IBM, ATT, Lockheed Martin, Nike, Harley-Davidson, Intel, Nokia, USA Today, Cornell University, the U.S. Navy, the U.S. Air Force, the U.S. Army Corps of Engineers, the Justice Department, the Energy Department, and the Treasury.