The infinite game (Record no. 37160)
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| INTERNATIONAL STANDARD BOOK NUMBER | |
|---|---|
| International Standard Book Number | 9780241295595 |
| DEWEY DECIMAL CLASSIFICATION NUMBER | |
| Call number | 658.4092 SU IN |
| MAIN ENTRY--PERSONAL NAME | |
| Authors | Sinek, Simon |
| TITLE STATEMENT | |
| Title | The infinite game |
| Statement of responsibility, etc | Simon Sinek |
| PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) | |
| Place of publication | London : |
| Publisher | Portfolio Penguin, |
| Date | c2019. |
| PHYSICAL DESCRIPTION | |
| Extent | xiv, 251 p. : |
| Other Details | ill. ; |
| Size | 25 cm. |
| CONTENTS | |
| Contents | • Why I wrote this • Winning • Finite and infinite games • Just cause • Cause, no cause • Keeper of the cause • The responsibility of business (revised) • Will and resources • Trusting teams • Ethical fading • Worthy rival • Existential flexibility • The courage to lead • Afterword. |
| SUMMARY | |
| Summary | "In finite games, like football or chess, the players are known, the rules are fixed, and the endpoint is clear. The winners and losers are easily identified. In infinite games, like business or politics or life itself, the players come and go, the rules are changeable, and there is no defined endpoint. There are no winners or losers in an infinite game; there is only ahead and behind. The more I started to understand the difference between finite and infinite games, the more I began to see infinite games all around us. I started to see that many of the struggles that organizations face exist simply because their leaders were playing with a finite mindset in an infinite game. These organizations tend to lag behind in innovation, discretionary effort, morale and ultimately performance. The leaders who embrace an infinite mindset, in stark contrast, build stronger, more innovative, more inspiring organizations. Their people trust each other and their leaders. They have the resilience to thrive in an ever-changing world, while their competitors fall by the wayside. Ultimately, they are the ones who lead the rest of us into the future. Any worthwhile undertaking starts with Why -- the purpose, cause or belief that inspires us to do what we do and inspires others to join us. Good leaders know how to build Circles of Safety that promote trust and cooperation throughout their organizations. But that's not enough to help us chart a course through the unpredictable, often chaotic landscape of today's marketplace. I now believe that the ability to adopt an infinite mindset is a prerequisite for any leader who aspires to leave their organization in better shape than they found it"-- |
| SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical Heading | Leadership |
| SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical Heading | Communication in management |
| SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical Heading | Success in business |
| SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical Heading | Organizational behavior |
| SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical Heading | Employee motivation |
| SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical Heading | Success |
| SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical Heading | Organizational sociology |
| MAIN ENTRY--PERSONAL NAME | |
| -- | 11889 |
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| -- | 299 |
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| -- | 35249 |
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| SUBJECT ADDED ENTRY--TOPICAL TERM | |
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| -- | 2322 |
| Lost status | Source of classification or shelving scheme | Damaged status | Not for loan | Permanent location | Current location | Shelving location | Date acquired | Source of acquisition | Full call number | Barcode | Date last seen | Price effective from | Koha item type | Public note |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| University of Wollongong in Dubai | University of Wollongong in Dubai | Main Collection | 2020-03-08 | Kinokuniya | 658.4092 SU IN | T0063894 | 2019-12-08 | 2019-12-08 | REGULAR | Mar2020 |