| Record ID | marc_columbia/Columbia-extract-20221130-005.mrc:541773313:1953 |
| Source | marc_columbia |
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LEADER: 01953fam a22003614a 4500
001 2427405
005 20220616043100.0
008 991222s2000 cau b 001 0 eng
010 $a 99086442
020 $a1576750949
035 $a(OCoLC)43118246
035 $a(OCoLC)ocm43118246
035 $9APX1981CU
035 $a(NNC)2427405
035 $a2427405
040 $aDLC$cDLC$dOrLoB-B
042 $apcc
050 00 $aHD57.7$b.L4315 2000
082 00 $a658.4/092$221
245 00 $aLeadership and self-deception :$bGetting out of the box /$cby the Arbinger Institute.
260 $aSan Francisco :$bBerrett-Koehler,$c2000.
263 $a0006
300 $ax, 181 pages ;$c23 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
504 $aIncludes bibliographical references and index.
505 00 $gPt. I.$tSelf-Deception and the "Box" --$gPt. II.$tHow We Get in the Box --$gPt. III.$tHow We Get out of the Box --$tAbout The Arbinger Institute.
520 1 $a"According to the authors, people who are in self-deception live and work as if trapped in a box. Blind to the reality around them, they undermine performance - both their own and others'. The problem is, being in the box, they can't see that they undermine performance. Consequently, they don't change, and neither do their results. As Leadership and Self-Deception shows, this phenomenon occurs frequently in organizations.
520 8 $aMost people spend much of their time stuck in the box and this multiplication of boxes is the root cause of most of the problems that impede organizational performance, accountability, trust, commitment and motivation."--BOOK JACKET.
650 0 $aLeadership.$0http://id.loc.gov/authorities/subjects/sh85075480
650 0 $aSelf-deception.$0http://id.loc.gov/authorities/subjects/sh85119723
710 2 $aArbinger Institute.$0http://id.loc.gov/authorities/names/n99286048
852 00 $boff,bus$hHD57.7$i.L4315 2000