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Mind-Set Management: The Heart of Leadership Hardcover – January 4, 1996

ISBN-13: 978-0195097467 ISBN-10: 0195097467 Edition: First Edition

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Product Details

  • Hardcover: 368 pages
  • Publisher: Oxford University Press; First Edition edition (January 4, 1996)
  • Language: English
  • ISBN-10: 0195097467
  • ISBN-13: 978-0195097467
  • Product Dimensions: 9.5 x 1.2 x 6.5 inches
  • Shipping Weight: 1.4 pounds (View shipping rates and policies)
  • Average Customer Review: 4.2 out of 5 stars  See all reviews (6 customer reviews)
  • Amazon Best Sellers Rank: #521,271 in Books (See Top 100 in Books)

Editorial Reviews

Review

"Makes a profound contribution to understanding organizations, the psychology of people who work in them, and, most importantly, ourselves.... This highly relevant, well-written book is must reading for individuals seeking to influence others and to build strong, effective human relationships within an organization."--Choice

"Refreshingly practical and substantive.... Culbert argues that effective leaders must not only know their own minds, but also must comprehend the mindsets of people with whom they work. Accordingly, Culbert provides an intense course laced with illuminating case studies in management as a 'psychological science' rather than a 'manipulative art.'"--Industry Week

"The title of this book should have been Good Advice. Within its covers Sam Culbert offers a truckload of Good Advice to managers, leaders, and just plain moms and pops. No grand theories or presumptive formulae are proferred. Instead, Sam cuts to the chase. He teaches us how to effectively place wake up calls to people who desperately need to make important changes to their behavior. And he explains why we are all so frustratingly ineffective at convincing others not to commit hari-kari. He shows us its not their fault they don't heed our Good Advice. Nope, it's up to us to learn how to help them to help themselves (and help our organizations). If you ask me, that's Good Advice."--Jim O'Toole, Vice President, The Aspen Institute, and author of Leading Change

"At SCEcorp we're in the process of reinventing ourselves and learning how to be global players. We've already got talented capable people; we need to find better ways to help everyone on the team succeed. That's why the lessons in this book are so essential."--John E. Bryson, Chairman and CEO, SCEcorp and Southern California Edison Co.

About the Author


Samuel A. Culbert is Professor of Management at UCLA's Anderson Graduate School of Management and is a licensed clinical psychologist. He is the author or co-author of The Organization Trap and Radical Management, and of The Invisible War, which won the AAP award as the best business and management book of 1980.

Customer Reviews

4.2 out of 5 stars
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Most Helpful Customer Reviews

2 of 2 people found the following review helpful By Jackson St. on March 29, 2011
Format: Hardcover Verified Purchase
I've you've read any of Culbert's works before you know what to expect and you won't be disappointed. If you haven't then you need to understand what the purpose of reading his books are. Culbert doesn't BS you (in fact that's one of his books), he tells you what he thinks and why he thinks most of what we do when we interact with others is wrong. Now this can be a difficult book to read at times (hence not 5 stars), but the multitude of "aha" moments make it worthwhile. If you want to better understand some of the quirks about others that bother you and maybe figure out how you can talk to them about it without causing a rift, then you should read this book. If you want to understand why you may do some of the things you do, and how to get more out of yourself and others around you, then this is for you. Too many times we say that our work "self" doesn't need emotions and should be icy, in fact, Culbert will show not only that this doesn't help, but how to get around the obstacles others put forth. You need to dedicate some time, thought, and an open mind to get the most out of this book, in doing so you will get the best out of yourself. It's a great trade.
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By Yayi Zhao on February 19, 2014
Format: Hardcover Verified Purchase
The book is good enough, just a little bit worried before i got the book. Thanks any way. Not bad.
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Format: Hardcover Verified Purchase
This book was well worth retrieving from a used book store 14 years after publication. It's a work of organizational psychology that will keep a place on my shelf for the rest of my career.

Sam Culbert helps take the sting out of organizational "politics" by showing how pervasive are the biases that human nature gives rise to in working life, and how to make those biases work in everyone's favor. This book is a practical, how-to guide for working better with people inside organizations. It is also a theoretical statement of business psychology well-stocked with case illustrations.

The author, a management consultant and professor at UCLA Anderson School of Management, aims to help individuals at work understand how to unpack one's own biases and other people's, as part of getting things done. Culbert showcases a kind of detective approach, looking to uncover an individual's personal values, strengths, and orientations of thought. He calls all that a person's mind-set. And he shows how one person's mind-set can, in shifting situations, either jostle or align with other peoples' mind-sets and with organizational interests and thrusts.

It's a kind of social psychology made for the push-and-pull of business. Sam Culbert tries to teach his readers how to back up and cast a searching eye and a keen ear for appreciating what everyone brings to the table. This book offers tools for spotting opportunities and generating greater compatibility amid people and projects in busy work environments.
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More About the Author

Samuel A. Culbert is an award winning author, researcher and full-time, tenured professor at UCLA's Anderson School of Management. His laboratory is the world of work where he puts conventional managerial assumptions under a microscope to uncover and replace dysfunctional practices. He holds a B.S. in Systems Engineering and Ph.D. in Clinical Psychology. Culbert has developed a blunt yet sensitive way of framing situations that allows for all parties to engage in open, non-judgmental discussions. He believes that only by laying bare ALL the forces that drive people's opinions and actions -- including subjective, self-interested and political biases -- is it possible to have an explicit, honest, yet matter-of-fact conversation. He has spent a career perfecting the skills and style that illicit such straight-talk.

Widely recognized as a candid speaking expert and theoretician, he is author of the recently published Beyond Bullsh*t a probing inquiry that reveals how bullsh*t became the etiquette of choice in corporate communications, and how to develop the conditions required for straight-talk. SmartMoney Magazine named this book to its 2008 list of ten top reads. Dr. Culbert is winner of a McKinsey Award for an article published in the Harvard Business Review, is a frequent contributor to management journals and has authored numerous chapters in leading management-related books. More about this and some of the other books he has authored is available at the www.straighttalkatwork.com website. In press is a book titled Get Rid of the Performance Review: How Companies Can Stop Intimidating, Start Managing - and Focus on the Results That Really Matter. This book, written with Larry Rout, builds on his media grabbing Wall Street Journal article of the same name and is awaiting April 2010 publication. His other authored and co-authored books include The Organization Trap, The Invisible War: The Pursuit of Self-Interests at Work, Radical Management, Mind-Set Management and Don't Kill the Bosses!.

Throughout his career Professor Culbert has creatively welded together three activities: consulting, teaching, and writing. Consulting is where he encounters work effectiveness problems in their contemporary forms, demystifies the basic elements, and formulates alternative modes of functioning. Teaching provides a forum for extrapolating from problems to issues requiring his investigation. Writing is where he packages his understanding for public consumption. His clients include a diverse representation of the private and public sectors: small companies and members of Fortune's 500, international and U.S. governmental agencies, privately funded and not-for-profit organizations. In short, Culbert has been around and gets what's happening. His unconventional views have received a good deal of press, both in the U.S. and overseas.

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Mind-Set Management: The Heart of Leadership
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