The Inner Game of Work : Focus, Learning, Pleasure, and Mobility in the Workplace
Do you think it's possible to truly enjoy your job No matter what it is or where you are Timothy Gallwey does, and in this groundbreaking book he tells you how to overcome the inner obstacles that sabotage your efforts to be your best on the job. Timothy Gallwey burst upon the scene twenty years ago with his revolutionary approach to excellence in sports. His bestselling books The Inner Game of Tennis and The Inner Game of Golf, with over one million copies in print, changed the way we think about learning and coaching. But the Inner Game that Gallwey discovered on the tennis court is about more than learning a better backhand; it is about learning how to learn, a critical skill that, in this case, separates the productive, satisfied employee from the rest of the pack. For the past twenty years Gallwey has taken his Inner Game expertise to many of America's top companies, including AT&T, Coca-Cola, Apple, and IBM, to teach their managers and employees how to gain better access to their own internal resources.
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Random House Trade Paperbacks
September 11, 2001
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Adobe DRM EPUB
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Excerpt from The Inner Game of Work by W. Timothy Gallwey
So much is changing in the way we do business, the capacity to adapt and to shift our thinking is critical to success. The challenge is how to transform institutions that have been hardwired for consistency, control, and predictability into cultures where learning, surprise, and discovery are truly valued.
TheInner Game of Work helps us define the landscape of what has become known as a "learning organization." In this book, any manager or employee who has the courage and commitment to really learn about learning will find concepts and practices that can turn the intention of a learning organization into a day-to-day, lived experience.
Most of the traditional strategies for creating a learning organization have involved extracurricular activities. We conduct training events, special programs, and meetings about creating a learning culture. One side effect of these special efforts is that they reinforce the limiting belief that learning and doing are separate and competing activities. We struggle with the tension between how much learning we can afford before it starts interfering with producing. We worry about the "transfer" of learning: how to take the learning and bring it "back" into the workplace. The Inner Game resolves the tension between learning and doing by showing us that they are both part of a bigger whole.
Tim Gallwey's ideas about learning have, from the beginning, been uniquely insightful and radically practical. In 1976, Tim Gallwey's The Inner Game of Tennis profoundly changed the way I thought about many things, not just tennis, and twenty-three years later, its influence is still strong. It showed me, for the first time, that our efforts to improve ourselves and our performance actually interfere with what we hope to achieve. Tim challenged much of what we believe about teaching and learning by revealing that much of the teaching we do is actually hostile to learning. The Inner Game of Work brings these insights directly into the workplace.
The idea that our standard methods of teaching and coaching reduce performance is radical. Most educational institutions and workplaces rely heavily on instruction and direction, so if all these efforts at improvement are not useful, we had better pay attention. Plus, if instruction doesn't work, what does Many writers describe what is wrong with the world, but they become theoretical or abstract when it comes time for real workable alternatives.
What is special about Tim's work is that he not only defines the nature of our interference, he offers beautifully concrete ways to increase learning and performing that minimize instruction and direction. This is his genius. He understands how we learn and has spent his life creating ways we can un-manage ourselves toward higher achievement. The Inner Game has changed the way many people relate to their work, and perhaps even more important, it offers institutions a way to simultaneously create learning, improve performance, and foster a more satisfying workplace.