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7 Principles for Finding Meaning in Life & Work
World-renowned psychiatrist Viktor Frankl's Man's Search for Meaning is one of the most important books of modern times. Frankl's extraordinary personal story of finding meaning amid the horrors of the Nazi concentration camps has inspired millions. Frankl vividly showed that you always have the ultimate freedom to choose your attitude—you don't have to be a prisoner of your thoughts.
Dr. Alex Pattakos—who was urged by Frankl to write Prisoners of Our Thoughts—and Elaine Dundon, a personal and organizational innovation thought leader, show how Frankl's wisdom can help readers find meaning in every moment of their lives. Drawing on the entire body of Frankl's work, they identify seven “core principles” and demonstrate how they can be applied to everyday life and work.
This revised and expanded third edition features new stories, practical exercises, applications, and insights from the authors' new work in MEANINGology®. Three new chapters outline how we all can benefit by putting meaning at the core of our lives, work, and society. And a new chapter on Viktor Frankl's legacy illustrates how his work continues to influence so many around the world.
World-renowned psychiatrist Viktor Frankl's Man's Search for Meaning is one of the most important books of modern times. Frankl's extraordinary personal story of finding meaning amid the horrors of the Nazi concentration camps has inspired millions. Frankl vividly showed that you always have the ultimate freedom to choose your attitude—you don't have to be a prisoner of your thoughts.
Dr. Alex Pattakos—who was urged by Frankl to write Prisoners of Our Thoughts—and Elaine Dundon, a personal and organizational innovation thought leader, show how Frankl's wisdom can help readers find meaning in every moment of their lives. Drawing on the entire body of Frankl's work, they identify seven “core principles” and demonstrate how they can be applied to everyday life and work.
This revised and expanded third edition features new stories, practical exercises, applications, and insights from the authors' new work in MEANINGology®. Three new chapters outline how we all can benefit by putting meaning at the core of our lives, work, and society. And a new chapter on Viktor Frankl's legacy illustrates how his work continues to influence so many around the world.
This third 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.
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.
Invisible Martyrs
2018
Farhana Qazi draws on her background as a pioneering counterterrorism professional and a devout Muslim to offer an insider's view of what drives girls and women to join radical Islamic movements and how we can keep them from making this terrible choice.
The first Muslim woman to work for the US government's Counterterrorism Center, Qazi found herself fascinated, even obsessed, by the phenomenon of female extremists. Why, she wondered, would a girl from Denver join ISIS, a radical movement known for its mistreatment of women? Why would a teenage Iraqi girl strap on a suicide bomb and detonate it?
From Kashmir to Iraq to Afghanistan to Colorado to London, she discovered women of different backgrounds who all had their own reason for joining these movements. Some were confused, others had been taken advantage of, and some were just as radical and dedicated as their male counterparts. But in each case, Qazi found their choices were driven by a complex interaction of culture, context, and capability that was unique to each woman.
This book reframes their stories so readers can see these girls and women as they truly are: females exploited by men. Through hearing their voices and sharing their journeys Qazi gained powerful insights not only into what motivated these women but also into the most effective ways to combat terrorism—and about herself as well. “Through them,” Qazi writes, “I discovered intervention strategies that are slowly helping women hold on to faith as they struggle with versions of orthodox Islam polluted by extremist interpretations. And in the process, I discovered a gentle Islam and more about myself as a woman of faith.”
The first Muslim woman to work for the US government's Counterterrorism Center, Qazi found herself fascinated, even obsessed, by the phenomenon of female extremists. Why, she wondered, would a girl from Denver join ISIS, a radical movement known for its mistreatment of women? Why would a teenage Iraqi girl strap on a suicide bomb and detonate it?
From Kashmir to Iraq to Afghanistan to Colorado to London, she discovered women of different backgrounds who all had their own reason for joining these movements. Some were confused, others had been taken advantage of, and some were just as radical and dedicated as their male counterparts. But in each case, Qazi found their choices were driven by a complex interaction of culture, context, and capability that was unique to each woman.
This book reframes their stories so readers can see these girls and women as they truly are: females exploited by men. Through hearing their voices and sharing their journeys Qazi gained powerful insights not only into what motivated these women but also into the most effective ways to combat terrorism—and about herself as well. “Through them,” Qazi writes, “I discovered intervention strategies that are slowly helping women hold on to faith as they struggle with versions of orthodox Islam polluted by extremist interpretations. And in the process, I discovered a gentle Islam and more about myself as a woman of faith.”
The Outward Mindset
2019
The new edition of an international bestseller helps individuals and organizations shift to a new mindset that will improve performance, spark collaboration, accelerate innovation, and make your life and the lives of everyone around you better.
Without even being aware of it, many of us operate from an inward mindset, a single-minded focus on our own goals and objectives. This book points out the many ways, some quite subtle and deceptive, that this mindset invites tension and conflict. But incredible things happen when people switch to an outward mindset. They intuitively understand what coworkers, colleagues, family, and friends need to be successful and happy. Their organizations thrive, and astonishingly, by focusing on others they become happier and more successful themselves! This new mindset brings about deep and far-reaching changes.
The Outward Mindset presents compelling true stories to illustrate the gaps that individuals and organizations typically experience between their actual inward mindsets and their needed outward mindsets. And it provides simple yet profound guidance and tools to help bridge this mindset gap. This new edition includes a new preface, updated case studies, and new material covering Arbinger's latest research on mindsets. In the long run, changing negative behavior without changing one's mindset doesn't last—the old behaviors always reassert themselves. But changing the mindset that causes the behavior changes everything.
Without even being aware of it, many of us operate from an inward mindset, a single-minded focus on our own goals and objectives. This book points out the many ways, some quite subtle and deceptive, that this mindset invites tension and conflict. But incredible things happen when people switch to an outward mindset. They intuitively understand what coworkers, colleagues, family, and friends need to be successful and happy. Their organizations thrive, and astonishingly, by focusing on others they become happier and more successful themselves! This new mindset brings about deep and far-reaching changes.
The Outward Mindset presents compelling true stories to illustrate the gaps that individuals and organizations typically experience between their actual inward mindsets and their needed outward mindsets. And it provides simple yet profound guidance and tools to help bridge this mindset gap. This new edition includes a new preface, updated case studies, and new material covering Arbinger's latest research on mindsets. In the long run, changing negative behavior without changing one's mindset doesn't last—the old behaviors always reassert themselves. But changing the mindset that causes the behavior changes everything.
Terms of Engagement
2010
Building engagement is crucial for every organization. But the traditional top-down coercive change management paradigm—in which leaders “light a fire” under employees—actually discourages engagement.
Richard Axelrod offers a better way. After debunking six common change management myths, he offers a proven, practical strategy for getting everyone—not just select committees or working groups—enthusiastically committed to organizational transformation. This revised edition features new interviews—everyone from the vice president of global citizenship at Cirque du Soleil to a Best Buy clerk—and new neuroscience findings that support Axelrod's model. It also shows how you can foster engagement through everyday conversations, staff meetings, and work design.
Richard Axelrod offers a better way. After debunking six common change management myths, he offers a proven, practical strategy for getting everyone—not just select committees or working groups—enthusiastically committed to organizational transformation. This revised edition features new interviews—everyone from the vice president of global citizenship at Cirque du Soleil to a Best Buy clerk—and new neuroscience findings that support Axelrod's model. It also shows how you can foster engagement through everyday conversations, staff meetings, and work design.
Safe Enough to Soar
2018
Some organizations pay a great deal of attention to ensuring the physical safety of their team members, but do the team members feel safe enough to speak up and raise tough concerns? Share bold and still-in-formation ideas? In this book, bestselling authors and inclusion experts Frederick A. Miller and Judith H. Katz introduce the concept of “interaction safety” and demonstrate how it can help create a work environment of trust, inclusion, and collaboration.
Interaction safety encourages reasonable risk-taking and inspires every individual to be brave enough to reach for higher goals and more ambitious possibilities. When interaction safety exists, people know they will not be penalized, ostracized, demoted, made small, discounted, or shunned because of their thoughts, contributions, and conversations. Individuals feel encouraged, empowered, and can achieve more together than they would alone.
Miller and Katz provide a four-level model for assessing and increasing the interaction safety in organizations, illustrated by short scenarios taken from real-life situations. They offer concrete actions team members, leaders, and organizations can take to build and maintain a productive, collaborative, and innovative environment in which people do their best work individually and collectively.
When interaction safety is a way of life, the energy people used to spend walking on eggshells, trying to get their ideas heard, navigating minefields, or avoiding those they distrust can instead be put towards doing their best work and winning bigger for the organization. With a culture of openness and true collaboration, both the organization and individuals can soar!
Interaction safety encourages reasonable risk-taking and inspires every individual to be brave enough to reach for higher goals and more ambitious possibilities. When interaction safety exists, people know they will not be penalized, ostracized, demoted, made small, discounted, or shunned because of their thoughts, contributions, and conversations. Individuals feel encouraged, empowered, and can achieve more together than they would alone.
Miller and Katz provide a four-level model for assessing and increasing the interaction safety in organizations, illustrated by short scenarios taken from real-life situations. They offer concrete actions team members, leaders, and organizations can take to build and maintain a productive, collaborative, and innovative environment in which people do their best work individually and collectively.
When interaction safety is a way of life, the energy people used to spend walking on eggshells, trying to get their ideas heard, navigating minefields, or avoiding those they distrust can instead be put towards doing their best work and winning bigger for the organization. With a culture of openness and true collaboration, both the organization and individuals can soar!
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