000			02830cam a2200361 i 4500
001			21228674
003			OSt
005			20221208102752.0
008			191004s2019 enk b 001 0 eng d
010			_a 2019022500
020			_a9780241385630 _qpaperback
020			_z9780735213524 _qebook
020			_z9780735213500 _qhardcover
040			_aDLC _beng _cDLC _erda _dUOC
042			_apcc
082	0	0	_a658.4092 _223 _bSIM
100	1		_aSinek, Simon _eauthor. _92684
245	1	4	_aThe infinite game / _cSimon Sinek.
250			_aFirst Edition.
264		1	_aGreat Britain, UK : _bPenguin Business, _c2020.
264		4	_c© SinekPartners LLC, 2019.
300			_axiv, 251 pages : _billustrations ; _c24 cm.
336			_atext _btxt _2rdacontent
337			_aunmediated _bn _2rdamedia
338			_avolume _bnc _2rdacarrier
504			_aIncludes bibliographical references, notes and index.
520			_a"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"-- _cProvided by publisher.
650		0	_aLeadership. _97
650		0	_aCommunication in management. _9199
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2ddc _cBK
999			_c1446 _d1446