The impact of selfdeception spreads through an organization from "summary" of Leadership and Self-deception by Arbinger Institute
When we are in a state of self-deception, our perspective becomes distorted. We start to see others not as people, but as obstacles or tools to further our own interests. This leads to a breakdown in communication and trust within the organization. People sense when they are being treated as objects, and they respond accordingly. They become defensive, uncooperative, and resentful. As this self-deception spreads, it creates a toxic culture within the organization. People become focused on protecting themselves rather than working towards common goals. They start to gossip, backstab, and undermine each other. This erodes teamwork and collaboration, leading to a decline in productivity and innovation. Furthermore, the impact of self-deception is not limited to individual relationships. It also affects the organization as a whole. Decisions are made based on distorted information and hidden agendas, leading to poor outcomes. The organization becomes less adaptive and responsive to change, putting it at a competitive disadvantage. In this way, the impact of self-deception spreads like a virus through an organization, infecting every aspect of its operations. It undermines the very foundation of effective leadership, which is built on trust, transparency, and integrity. To counteract this destructive force, leaders must first recognize and confront their own self-deception, and then work to create a culture of honesty and openness within the organization. By doing so, they can stop the spread of self-deception and build a healthier, more resilient organization.
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