BRINGING ARBINGER

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BRINGING ARBINGER TO SOUTH AFRICA
Dr Cobus Pienaar in association with the Arbinger
Institute - USA, and the Centre for Business
Dynamics, under the banner of the School of
Management, at the University of the Free State
brings you this groundbreaking programme
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The choice and the choice at work
The Anatomy of PEACE
Leadership and Self-Deception
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The word Arbinger is the ancient French spelling
of the word harbinger. It means one that
indicates of foreshadows what is to come a
forerunner. The Arbinger Institute is a
forerunner, or harbinger, of change. What does
Arbinger do? Simply put, Arbinger helps people to
see in a different way to see problems
differently, conflicts differently, challenges
differently, opportunities differently, each
other differently. Until someone begins to see
differently, old problems remain. Arbingers work
is therefore fundamentally about helping people
to conceive and bring about lasting solutions and
real change, particularly where such changes have
proved difficult to effect or maintain. Arbinger
is uniquely able to do this because of the nature
of its intellectual property and ideas. These
ideas resulted from a decades-long exploration
into a problem known as self-deception. Under the
direction of philosopher Terry Warner, a team of
scholars undertook a study of the problem of
self-deception in order to explain its origins
and discover solutions to the problems it
creates. The new understanding that emerged
gradually began to seep into public
consciousness. By the early 1900s Arbinger was
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Formed to introduce these discoveries to
individuals and organisations around the world.
Arbingers first book, Leadership and
Self-Deception, published in the year 2000,
quickly became an international bestseller.
Launched with no fanfare when Arbinger (and its
work) was little known, the book turned readers
into believers and generated tremendous
word-of-mouth momentum. Sales of the book
continue to grow at an increasing rate even
today. The book is currently available in nearly
twenty languages. Since Leadership and
Self-Deception was published, many readers have
clamored for a book that explores Arbingers work
more deeply and that applies that work more
explicitly to issues outside the workplace as
well as within. The Anatomy of Peace was written
for this purpose and out of the desire to help
resolve conflicts both at large and small that
burden families, workplaces, and communities. The
worldwide interest in Arbingers work has pulled
Arbinger around the globe. Headquartered in the
United States, Arbinger now has offices in many
countries around the world, including the United
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Kingdom, France, Germany, the Netherlands,
Israel, India, Singapore, Australia, Taiwan,
Korea, Japan, Mexico, Canada, Bermuda, and South
Africa. Arbinger is comprised of people who have
been trained in business, law, economics,
philosophy, the family, education, coaching, and
psychology. They come from diverse cultural
backgrounds and from all religious and
nonreligious traditions and belief systems. What
they share is a deep understanding and passion
for the ideas underlying Arbingers work a
compelling model of human understanding that
offers people a common language with which to
talk about and settle their differences, whatever
their cultures, races, classes, religions, and
beliefs. The members of Arbinger are mobilized in
three directions to help (1) organisations, (2)
individuals and families, and (3) those in the
helping professions. In support of these groups
Arbinger offers public courses, consulting and
coaching services, and tailored organisational
interventions. Arbingers clients range from
individuals who are seeking help in their lives
to many of the largest
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companies and governmental institutions in the
world. Arbinger is led by managing directors Jim
Ferrel, Duane Boyce, and Paul Smith. Local
managing directors guide Arbingers work in
territories around the world.
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Day 1 - The Choice is Arbinger's one-day seminar
based on the international best seller entitled
Leadership and Self-deception Getting out of the
Box (B-K, San Francisco, 2000, 2002). This
seminar is the foundation of all of Arbinger's
other interventions and change work. It
identifies the central issue in all
organisational performance - getting trapped in
the box of self-deception. The seminar is
designed to empower leaders at a deeper level
beyond mere behaviour so as to complement other
approaches with more of an emphasis on skills.
The Choice shows us that our real source of
influence comes from our way of being rather than
our behaviour. This seminar also reveals the
choice that determines our way of being and how
we get in the box how the box becomes
characteristic of us the impact of our box on
others and how we can escape from the box.
Day 2 - The Choice _at_ Work is a follow-up
one-day seminar that applies the discovery of the
problem of self-deception and being in the box to
the workplace. The Choice at Work helps to fill
out an understanding of the implications of the
self-deception solution at work. It will help
your company to begin seeing its way through
organisational issues that may have seemed
confusing and insoluble. It will give you
leverage for significantly improving the overall
performance of your business.
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The choice and the choice at work

• Learn and understand how self-deception is at
  the heart of most people problems in
  organisations, ranging from problems in
  communication and motivation to problems in
  trust, morale, and productivity.
• Learn what the box of self-deception is, how they
  get in it, and how they can escape from it.
• Learn the extent to which they themselves create
  the very problems they complain about and blame
  others for.
• Learn ways to work out of the box of
  self-deception - to focus on the organisations
  results rather than on defending themselves and
  blaming others.
• Learn how to develop from a Level 1 organisation
  (the least productive type of organisation) to a
  Level 4 organisation - one that is focused,
  aligned, mutually supportive, and
  high-performing.
• Learn a concrete way to hold themselves
  accountable for their results and for their
  impact on others ability to achieve results.

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• Understand the root cause of performance and
  teamwork problems
• Take greater responsibility for their personal
  performance and for their impact on others
• Replace an attitude of blame with an attitude of
  accountability
• Improve communication and resolve conflict at its
  core
• Build deeper levels of openness, trust, and
  loyalty with others
• Create better cooperation and teamwork
• Build relationships focused on personal
  responsibility and performance rather than on
  blame
• Solve long-standing problems . . . instead of
  perpetuating them
• Make the Out-of-the-Box way the way they work
  with customers, co-workers, employees,
• supervisors, etc.
• Align work objectives to be mutually supportive
  and enhancing
• Hold themselves accountable for their performance
  - their results
• Hold themselves accountable for their impact on
  others results
• Work productively and enthusiastically with other
  individuals and/or teams

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In the USA Arbinger is led by managing directors
Duane Boyce, Jim Ferrell, and Paul Smith. Dr
Cobus Pienaar represents Arbinger in South Africa
and is licensed to present its work. Cobus is an
Industrial Psychologist and holds a Ph.D. in
Industrial Psychology with extensive experience
in the academic, corporate, and educational
sectors where he worked as a senior psychologist,
an organisational development consultant and an
assessment administrator. He is currently a
member of the Department of Industrial Psychology
and the Unit for Leadership Studies at the
University of the Free State. His fields of
expertise revolves around Organisational
development Specialised selection
Facilitation and training Research Programme
development Leadership and team development
Career Management Coaching. Cobus also spends
considerable time identifying key aspects and
variables that influence organisational and
leadership success. Cobus is registered with the
Health Professions Council of South Africa as an
Industrial Psychologist.
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To find out more about Arbinger and what people
say about Arbinger CLICK below
http//www.arbinger.com/C2/ArbingerHome/default.as
px?PageHome
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Arbinger World The Americas Bermuda Canada
Mexico United States (HQ) Europe, Middle East
and Africa Israel Netherlands South Africa The
United Kingdom Asia and South Pacific Australia
China India Japan Korea Malaysia Singapore
(South East Asia) Taiwan
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Contact Dr Cobus Pienaar at The Department of
Industrial Psychology University of the Free
State Bloemfontein South Africa 9300 E-mail
pienaarc.ekw_at_mail.uovs.ac.za Cell (27)
83-417-8224 Work (27) 51-401-3823 Fax
0866-904-392
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What makes an organisation sick
self-deception when leaders see objects?