BRINGING ARBINGER TO SOUTH AFRICA

1. 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

2. Introducing Arbinger's Two-day Seminar The choice and the choice at work The Anatomy of PEACE Leadership and Self-Deception

3. The Arbinger Institute Inc. 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. Arbinger’s 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

4. The Arbinger Institute Inc. Formed to introduce these discoveries to individuals and organisations around the world. Arbinger’s 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 Arbinger’s 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 Arbinger’s 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

5. The Arbinger Institute Inc. 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 Arbinger’s 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. Arbinger’s clients range from individuals who are seeking help in their lives to many of the largest

6. The Arbinger Institute Inc. companies and governmental institutions in the world. Arbinger is led by managing directors Jim Ferrel, Duane Boyce, and Paul Smith. Local managing directors guide Arbinger’s work in territories around the world.

7. About the Programme 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 @ Workis 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.

8. The purpose of the 2-day programme 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 organisation’s 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.

9. The outcomes of the 2-day programme • 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

10. The Arbinger team and presenter 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.

11. Visit Arbinger Website: To find out more about Arbinger and what people say about Arbinger “CLICK” below http://www.arbinger.com/C2/ArbingerHome/default.aspx?Page=Home

12. Arbinger International 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

13. For more information about this progamme and Arbinger in South Africa Contact Dr Cobus Pienaar at: The Department of Industrial Psychology University of the Free State Bloemfontein South Africa 9300 E-mail: pienaarc.ekw@mail.uovs.ac.za Cell: (+27) 83-417-8224 Work: (+27) 51-401-3823 Fax: 0866-904-392

14. What makes an organisation “sick”: self-deception when leaders see objects?