Life Economics Series: Escaping the Traps of Self-Deception

Author: [USA] Abingdon Institute, translated by Zhang Yuhai
Publisher:
Publish Date: 2002-02-01
Features: The book "Escaping the Trap of Self-Deception" introduces readers to an important concept in organizational thinking—that the typical bottleneck hindering the exercise of power by senior executives in organizations stems from the little-known phenomenon of "self-deception." In the author's view, those who practice self-deception in work and life are as if trapped in a box, oblivious to the surrounding reality, causing irreparable harm to themselves and others. For a long time, the issue of self-deception has been a research area for philosophers, scholars, and thinkers deeply engaged in the central questions of the humanities. The general public is generally unaware of this problem. This is fortunate, but it is so pervasive and profound that it touches every aspect of life. Using the word "touches" may be too mild. Self-deception indeed shapes a person's experience in every aspect of life, but to what extent does it influence us—especially in the central issues of leadership art—this is the theme discussed in this book.