The infinite game (Record no. 8846)

MARC details
000 -LEADER
fixed length control field 02126nam a2200169Ia 4500
005 - DATE AND TIME OF LATEST TRANSACTION
control field 20250117103948.0
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 250117s9999 xx 000 0 und d
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
International Standard Book Number 978-0241295595
082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number 658.409SIN
100 ## - MAIN ENTRY--PERSONAL NAME
Personal name Sinek, Simon.
245 #4 - TITLE STATEMENT
Title The infinite game
260 ## - PUBLICATION, DISTRIBUTION, ETC.
Place of publication, distribution, etc. New York
Name of publisher, distributor, etc. Penguin
Date of publication, distribution, etc. 2019
300 ## - PHYSICAL DESCRIPTION
Extent xi,243p.
500 ## - GENERAL NOTE
General note Includes bibliographical references and index.
520 ## - SUMMARY, ETC.
Summary, etc. "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
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Leadership.
Holdings
Withdrawn status Lost status Damaged status Not for loan Home library Current library Date acquired Total checkouts Full call number Barcode Date last seen Price effective from Koha item type
        UONGOZI Institute Resources Centre - Dar es Salaam UONGOZI Institute Resources Centre - Dar es Salaam 01/17/2025   658.409SIN 008293 01/31/2025 01/17/2025 Book