“Leadership and Self-Deception: Getting out of the Box” by The Arbinger Institute

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 When I work with practices it is a common experience to talk with staff about how the practice is performing. It is amazing how often they have their finger right on the items that need attention, as well as those areas that are working smoothly. Often the same holds true for Doctor CEO’s. Many know what is needed to push their practice to the top level of effectiveness. And yet, something holds back the needed action. Is it that the doctor that can’t make a decision, does not see clearly how to implement an action or is self deceived that there is no problem or if there is one it will self correct? Those are questions I have longed asked, and many more! The Arbinger Institute takes the position in this book that it is the CEO in their leadership role that acts or not given their self deception about what is or should be done. Often, it is noted the CEO does know what is or should be done but fails in moving past what is deceiving them. The publishers note that it self-deception (acting in ways contrary to what one knows is right) is a problem that affects many leadership issues. My experience has been that far too many Doctor CEO’s think they can accomplish certain areas of practice development, when in fact they need professional help from professionals and consultants to implement their vision and objectives, particularly as the size of the practice organization grows. If you are a fan o Stephen R. Covey, author of The 7 Habits of Highly Effective People, here is his endorsement. “I’ve known the work of the Arbinger Institute for years. Arbinger’s ideas are profound, with deep and sweeping implications for organizations. Leadership and Self-Deception provides the perfect introduction to this material. It is engaging and fresh, easy to read, and packed with insight. I couldn’t recommend it more highly.”

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