Leadership and Self Deception: Getting Out of the Box

The book Leadership and Self Deception: Getting Out of the Box was written by The Arbinger Institute. The work was derived from the ideas of C. Terry Warner, a U.S. philosopher. The Arbinger Institute is a management training and consulting firm that works with businesses and individuals to help them improve their businesses and lives. The 168 page book is easy to read; it is written in a simple prose like a novel.

The main character in the book is Tom, a recently-hired mid to upper level manager at the fictional company Zagrum. Throughout the book Tom mainly interacts with two other characters – Bud, his boss who is the executive vice president of the company, and Kate, Zagrum’s president. Both Bud and Kate take time out of their busy schedules to train Tom about “the box”, which is self-deception.

The gist of the book is that much conflict between people is based on self-betrayal and self-deception. It comes from viewing other people as objects, as “things” that either help or hinder our own progress. The self-deception is that we are more important than other people and that they only exist to help us (or at least not stop us) self-actualize. However, we deceive ourselves when we think that if we want to have improved relationships with others – especially if they are strained – then it is others who need to change and not ourselves.

Self-betrayal occurs when we are not true to that part of ourselves that is other-centered; this results in self-centeredness.

Maybe at work you had a thought that you should do something but then didn’t do it. When it created a problem you were able to rationalize your behavior and blame someone else (“I would have done X had Susan done her job” or “I was just too busy with other things to get X done.”). Basically, self-betrayal results from not being true to what you [hopefully] know is the right thing to do. When we don’t do what we know is right, the normal human response is to rationalize and justify our action or inaction in order to protect our egos, per se. This leads to us shifting the blame from ourselves onto others. We start to view others as hindering our progress; when this occurs they stop being people and start being objects (in other words, people are viewed as either starting blocks or stumbling blocks – they help or hinder us).

It is relatively straightforward to see how this can lead to interpersonal problems – at home or at work. The problem is that we do not know that we are betraying and deceiving ourselves, so we continue to ascribe most of our problems to others. The author further points out that even if we recognize our self-betrayal and self-deception, we never will completely be free of these behaviors; however, we will be able to reduce these negative behaviors and improve our relationships with others.

Overall, this book provides an important and novel way to approach interpersonal behavior. The overarching message is that we should not worry about changing others; we should instead recognize that the problem lies within ourselves and go from there. One very creative application of this philosophy is how this is being applied in businesses to increase productivity, human relations, public relations, and even the profitability of the company.