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The Outward Mindset

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The Outward Mindset

Seeing Beyond Ourselves


15 mins. de lectura
10 ideas fundamentales
Audio y Texto

¿De qué se trata?

The strongest force for organizational or personal change is mindset, looking outward toward others.

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The Arbinger Institute, which works on resolving conflicts and improving organizational cultures, offers an inspiring book about the way that your mindset – your relationship with the world and the people in it – can become a force for change. Arbinger illustrates its thesis with excellent case studies. Its manual explains how assuming an outward mindset – looking at concerns beyond your own narrow perspective – can lead to rewarding results for individuals and organizations. Arbinger reports that companies whose leaders recognize and deal with deeply entrenched mindsets have a much greater chance of implementing change than companies whose leaders do not. However, this guidebook doesn’t explain how the institute’s findings fit into the rich literature of management and organizational behavior – a shortcoming that detracts from an otherwise entertaining and useful treatment. Nevertheless, getAbstract recommends its warm perspective to human resources practitioners and senior managers who are working to change the cultures of their organizations.


Thinking Outwardly

Consider the people you care about the most: your family and friends, the senior executive you admire and the people you like having as colleagues. Examine why you think so well of them. Perhaps they think and act in ways that show they consider you important. Such an other-oriented attitude or type of perception is “an outward mindset.”

Most people use the term “mindset” to refer to their deep belief about themselves. However, one of the strongest forces for change comes from how you see your place in the world – how you perceive your relationship with others and what you should do for them. To adopt an outward mindset, you need to see beyond yourself.

A number of studies on “personal improvement and organizational transformation” discuss people who have done extraordinary things for others. These reports suggest that if you emulate their altruistic actions, you can achieve similar gains. These examples show that the way you behave determines your results. The way you act, or the way your organization acts, determines what you and it can achieve.

Your perceptions of your context and of the people you work with determine how you behave...

About the Author

Working from offices in more than 20 countries, The Arbinger Institute provides services and advice to help companies, government agencies and individuals change their corporate cultures.

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    R. T. 3 years ago
    Nice read. Seems to me that the idea of cultivating an outward mindset in an organizational setting - both within yourself and others - is a valid idea. Is it totally obvious? I don't think so, as the idea of working for the collective good is not entirely common - and it depends on organizational culture. And sure, it's promoting the work of the Institute, but that doesn't make the ideas any less valid.
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    C. D. 5 years ago
    It seems to me like a very big/thick whitepaper marketing the arbingers institute services on how to get down to the details. <br>I actually did read the whole thing waiting for the details to finally appear.. but.... <br> high level graphics and a high level principal approach are sugar-coated with some great success stories - or excerpts should I say of those - <br>to always leave you asking - how the heck did they really got down to the nuts and bolts? How did they in detail go about objection handling? <br> <br>So there‘s a invisible header/footer on every page which says „call us for our services if you wanna know the details and make this work“. <br>My conclusion: This 161 pages thick whitepaper should be given out for free!
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    A. J. 6 years ago
    Odd that this is not obvious to some.