Self-deception: Deception and Personal Experiences

Topics: Ignaz Semmelweis, Deception, Germ theory of disease Pages: 5 (1798 words) Published: February 2, 2014
The Concept of Self-Deception2
Self-Deception and its Effect on Interpersonal Relationships3 Personal Experiences with Self-Deceptions5
Works Cited8

The Concept of Self-Deception
In the book Leadership and Self-Deception written by The Arbinger Institute, we come to an understanding that self- deception “...blinds us to the true causes of problems, and once we’re blind, all the “solutions” we can think of will actually make matters worse. Whether at work or at home, self-deception obscures the truth about ourselves, corrupts our views of others and our circumstances, inhibits our ability to make wise and helpful decisions” (Institute, 2010). The book goes on to explain that we are self- deceived, both our happiness and our leadership are undermined at every turn. We understand as we move higher in our education that knowledge is empowering. The more we learn the better we become at recognizing situations that happen throughout life events; especially studies of human behavior and the human mind. Self-deception is traditionally known as the act of deceiving oneself or the state of being deceived by oneself. “Traditionally, self-deception has been modeled on interpersonal deception, where A intentionally gets B to believe some proposition p, all the while knowing or believing truly” (Stanford Encyclopedia of Philosophy, 2006). This study explains that the deception is intentional and it requires the deceiver to know or believe. Self-deception is seen as analogous to interpersonal deception of this sort because it helps distinguish self-deception from human error. The acquisition and the maintenance of the false belief is intentional not accidental. The deceiver will know they are deceiving and the deceived cannot know they are being deceived. Many philosophers are skeptical that self-deception is possible according to Stanford’s study. Self-Deception and its Effect on Interpersonal Relationships When analyzing Stanford’s study and the wording of such actions one tends to think i have never done this. This legitimately sounds mean and wrong. Well in the parts of this book and the self-deception and the “box, we here Bud asking Tom if he has ever parked in a spot he shouldn’t then rush into business to make it seem like the errand is of more importance than it really is? He asks if Tom has ever held back information that could help someone else out in the workplace that could have helped a colleague out. He mentions a few more examples and this is the time that the reader realizes, we all have probably done this at least once in or lives. Bud goes on to explain that Tom may be hurting other more than he “thinks” he is helping them. Self-Deception is a “Problem at the heart of the human sciences” (Institute, 2010). In the next section Bud goes on to explain some of his short coming or areas that he lacked in through a story of him leaving his new family to work on a project in San Francisco. I like that the first way he chooses to approach Tom is through an example of his own areas of lacking. In my life when I am trying to get a lesson across to a person I tend to put one of my issues, struggles, faults first to ease them into listening to what I have to say. I think it promotes communication on a better level. Buds example was so Tom could better understand self-deception; also called being in the box. Tom begins to understand what self-deception is as he reminisces of an ex-coworker who thought of no one but himself. Bud helps Tom to see that the ex-coworker did not see himself as the problem. Self-deception, the inability to see that one has a problem. Self-deception is the most common and the most damaging problem in organizations. I recognize this in every workplace environment I have ever worked in. Ignaz Semmelweis, a European obstetrician in the mid-1800’s researched the mortality rate of women in his hospital as they were dying 1 to 10 in the...

Cited: Institute, T. A. (2010). Leadership and Self-Deception. San Francisco: Berrett-Koehler Publishers.
Stanford Encyclopedia of Philosophy. (2006, October 17). Retrieved from Self-Deception:
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