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W. Timothy Gallwey

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The Inner Game of Work: Focus, Learning, Pleasure, and Mobility in the Workplace Kindle Edition

by W. Timothy Gallwey (Author) Format: Kindle Edition

4.4 307 ratings

Part of: The Inner Game (6 books)

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A groundbreaking guide to overcoming the inner obstacles that sabotage your efforts to be your best on the job—part of the bestselling Inner Game series, with more than one million copies sold!

“If you feel like you’ve sunk to a new mental low on the job, this book has the potential to pump you up and help you to regain your ambition.”—Rocky Mountain News

No matter how long you’ve been doing it or how little you think there is to learn about it, your job can become an opportunity to sharpen skills, increase pleasure, and heighten awareness. And if your work environment has been turned on its ear by technology, reorganization, and rapidly accelerating change, The Inner Game of Work offers a way to steer a confident course while navigating your way toward personal and professional goals.

• Change a rote performance into a rewarding one
• Work in the mobility mode rather than the conformity mode
• Overcome fear of failure, change-resistance, boredom, and stagnation
• Find a coach or become a coach (and see why that makes a difference)

The Inner Game of Work challenges you to reexamine your fundamental motivations for starting work in the morning and your definitions of work throughout the day, changing the way you look at work forever.

From the Publisher

Overcome you inner obstacles and gain confidence and clarity at work

Peter M. Senge says, “Tim Gallwey is one of the great teachers of our time.”


	The Inner Game of Tennis, Revised Edition	The Inner Game of Golf	Inner Skiing	The Inner Game of Stress
	See Details	See Details	See Details	See Details
Customer Reviews	8,238	1,204	135	249
Price	$14.99	$14.99	$4.99	$16.99
	An accessible, invaluable guide to mastering your “inner game” to ensure success on and off the court	The classic guide to sharpening your mind and raising your performance on the green and in the game of life	Change the way you ski with this accessible, step-by-step classic skiing guide	A unique and empowering resource to overcoming stress and stabilizing your mental health in today’s volatile world

Editorial Reviews

Review

"Tim Gallwey is one of the great teachers of our time. His aspiration is the realization of genuine potential, not miracles, but the gap between that potential and our current performance is often so great that the results are nothing short of miraculous. In this day, when many talk of accelerating learning in organizations but few have actually done it, the words of a master are timely indeed."

--Peter M. Senge, author of The Fifth Discipline: The Art and Practice of the Learning Organization

From the Hardcover edition.

From the Inside Flap

Do you think it's possible to truly enjoy your job? No matter what it is or where you are? Timothy Gallwey does, and in this groundbreaking book he tells you how to overcome the inner obstacles that sabotage your efforts to be your best on the job.

Timothy Gallwey burst upon the scene twenty years ago with his revolutionary approach to excellence in sports. His bestselling books The Inner Game of Tennis and The Inner Game of Golf, with over one million copies in print, changed the way we think about learning and coaching. But the Inner Game that Gallwey discovered on the tennis court is about more than learning a better backhand; it is about learning how to learn, a critical skill that, in this case, separates the productive, satisfied employee from the rest of the pack. For the past twenty years Gallwey has taken his Inner Game expertise to many of America's top companies, including AT&T, Coca-Cola, Apple, and IBM, to teach their managers and employees how to gain better access to their own internal resources.

What inner obstacles is Gallwey talking about? Fear of failure, resistance to change, procrastination, stagnation, doubt, and boredom, to name a few. Gallwey shows you how to tap into your natural potential for learning, performance, and enjoyment so that any job, no matter how long you've been doing it or how little you think there is to learn about it, can become an opportunity to sharpen skills, increase pleasure, and heighten awareness. And if your work environment has been turned on its ear by Internet technology, reorganization, and rapidly accelerating change, this book offers a way to steer a confident course while navigating your way toward personal and professional goals.

The Inner Game of Work teaches you the difference between a rote performance and a rewarding one. It teaches you how to stop working in the conformity mode and start working in the mobility mode. It shows how having a great coach can make as much difference in the boardroom as on the basketball court-- and Gallwey teaches you how to find that coach and, equally important, how to become one. The Inner Game of Workchallenges you to reexamine your fundamental motivations for going to work in the morning and your definitions of work once you're there. It will ask you to reassess the way you make changes and teach you to look at work in a radically new way.

"Ever since The Inner Game of Tennis, I've been fascinated and have personally benefitted by the incredibly empowering insights flowing out of Gallwey's self-one/self-two analysis. This latest book applies this liberating analogy to work inspiring all of us to relax and trust our true self."
--Stephen R. Covey, author of 7 Habits of Highly Effective People

--This text refers to the paperback edition.

Excerpt. © Reprinted by permission. All rights reserved.

Coaching

Coaching is an art that must be learned mostly from experience. In the Inner Game approach, coaching can be defined as the facilitation of mobility. It is the art of creating an environment, through conversation and a way of being, that facilitates the process by which a person can move toward desired goals in a fulfilling manner. It requires one essential ingredient that cannot be taught: caring not only for external results but for the person being coached.

The Inner Game was born in the context of coaching, yet it is all about learning. The two go hand in hand. The coach facilitates learning. The role and practices of the coach were first established in the world of sports and have been proven indispensable in getting the best performance out of individuals and teams. Naturally, managers who appreciate the high levels of individual and team performance among athletes want to emulate what coaching provides.

The coach is not the problem solver. In sports, I had to learn how to teach less, so that more could be learned. The same holds true for a coach in business.

Who Owns the Problem?

One of the first exercises I give in coaching seminars for managers addresses this question. Breaking into threes, one manager would play the role of coach, one would play the client, and one would observe the dialogue. The client would be asked to think of some issue, skill, or goal he would like coaching on. The coach would receive no instructions on how to coach. The observer was given a specific variable to observe and report on.

During the first few minutes of the conversation, the person being coached-the client-would be very animated, working hard to present the relevant information about the problem to the coach. The coach would be in the listening mode. Then, at a certain point, an abrupt change in the body posture of the two people would occur. The client would lean back as if relieved of his problem and the coach would start doing the talking, usually working very hard to come up with ideas or solutions to the problem. Typically, the client would let the coach do the work with occasional interjections aimed at showing why the solution being proposed would not work.

The third person had simply been asked to notice when and if the "ownership of the problem" shifted from one person to another. In almost all cases their feedback confirmed that after a few minutes the client had succeeded in handing off the problem to the coach, who had accepted the lion's share of the burden of solving it.

Most of us learned this pattern of problem solving at a very young age. Probably our parents, eager to be "good parents' " solved some of the problems that should have been left to us to solve so that we could gain skill and confidence. We come to expect this kind of help from the coach or parent. We may get an answer, but we don't develop the skill or self-confidence to cope with similar problems in the future. In turn, we tend to try to validate ourselves as parents and coaches by solving the problems of our children or clients.

Coaching as a Conversation for Mobility

It is essential to the Inner Game of coaching that the coach try to see from the point of view of the person being coached. By learning to listen to the client non-judgmentally, the coach learns the most important elements of the craft. Learning to ask questions that help clients reveal more and more to themselves is a natural outcome of such listening. The coach's questions are geared to finding out information not for the purpose of recommending solutions, but for the purpose of helping clients think for themselves and find their own solutions. Ideally, the end result of every coaching conversation is that the client leaves feeling more capable of mobility.

Inner Game coaching can be divided into three conversations: a conversation for awareness (getting the clearest possible picture of current reality), a conversation for choice (getting the clearest possible picture of the desired future outcome), and a conversation for trust (in which the client gains greater access to internal and external resources in order to move from current reality to the de sired future). These principles, awareness, choice, and trust are the same ones that provide the foundation for learning itself as well as for focus of attention. In the course of any conversation, awareness, choice, and trust are all present, though one may be emphasized over the others.

The Conversation for Awareness-The purpose of this conversation is to help the person or team being coached (the client) increase awareness of what is-i.e., the important aspects of the current reality. The coach listens both for what stands out to the client as he views the current situation and for what is not standing out. Using questions or statements that focus the attention of the client, the coach can make current reality become more distinct and clear. It is like turning on the headlights of a vehicle and cleaning the windshield. Remember, awareness itself is curative. The primary tool is focus of attention on the critical variables.

The coach can start with a very broad question, such as "What's happening?" and then narrow the domain of observation. "What are you observing about the customer while you are presenting the benefits of your product/ service?" "Did you observe anything in particular from the expression on his face or from his body language?" "How did you know when he was receptive to what you were saying or when you were hitting some resistance?" "What is your reaction and action when you notice that resistance?" These questions must be asked in a context of non-judgment, or they will provoke defensiveness, not increase awareness.

Awareness questions do not require answers to be effective. The clients express their awareness as it is. The degree of awareness indicates whether more attention should be paid to that variable or not. As a result of this conversation, both the client and the coach become more aware of the awareness of the client. The seed of each question is usually embedded in the previous response. In the process, the client automatically becomes more conscious about how to direct attention in the next experience. As in all coaching conversations, the point is simply that both client and coach become more conscious and more mobile. --This text refers to the paperback edition.

From the Back Cover

Do you think it's possible to truly enjoy your job? No matter what it is or where you are? Timothy Gallwey does, and in this groundbreaking book he tells you how to overcome the inner obstacles that sabotage your efforts to be your best on the job.
Timothy Gallwey burst upon the scene twenty years ago with his revolutionary approach to excellence in sports. His bestselling books "The Inner Game of Tennis and "The Inner Game of Golf, with over one million copies in print, changed the way we think about learning and coaching. But the Inner Game that Gallwey discovered on the tennis court is about more than learning a better backhand; it is about learning how to learn, a critical skill that, in this case, separates the productive, satisfied employee from the rest of the pack. For the past twenty years Gallwey has taken his Inner Game expertise to many of America's top companies, including AT&T, Coca-Cola, Apple, and IBM, to teach their managers and employees how to gain better access to their own internal resources.
What inner obstacles is Gallwey talking about? Fear of failure, resistance to change, procrastination, stagnation, doubt, and boredom, to name a few. Gallwey shows you how to tap into your natural potential for learning, performance, and enjoyment so that any job, no matter how long you've been doing it or how little you think there is to learn about it, can become an opportunity to sharpen skills, increase pleasure, and heighten awareness. And if your work environment has been turned on its ear by Internet technology, reorganization, and rapidly accelerating change, this book offers a way to steer a confident course while navigating your way toward personal andprofessional goals.
"The Inner Game of Work teaches you the difference between a rote performance and a rewarding one. It teaches you how to stop working in the conformity mode and start working in the mobility mode. It shows how having a great coach can make as much difference in the boardroom as on the basketball court-- and Gallwey teaches you how to find that coach and, equally important, how to become one. "The Inner Game of Work challenges you to reexamine your fundamental motivations for going to work in the morning and your definitions of work once you're there. It will ask you to reassess the way you make changes and teach you to look at work in a radically new way.
"Ever since "The Inner Game of Tennis, I've been fascinated and have personally benefitted by the incredibly empowering insights flowing out of Gallwey's self-one/self-two analysis. This latest book applies this liberating analogy to work inspiring all of us to relax and trust our true self."
--Stephen R. Covey, author of "7 Habits of Highly Effective People --This text refers to the paperback edition.

About the Author

W. Timothy Gallwey's teachingmethods, originally put forth in his international bestseller The Inner Game of Tennis, have been applied to the fields of business, health, and education, as well as sports. He has worked with such major corporations as AT&T, Apple, Coca-Cola, and IBN. He lives in Agoura Hills, California. --This text refers to the paperback edition.

Amazon.com Review

Since the publication some two decades ago of his bestselling The Inner Game of Tennis and The Inner Game of Golf, Timothy Gallwey has come to believe that those books' overriding principle--eliminate negative internal interference to bring about positive self-change--is applicable to virtually any activity. Now, in The Inner Game of Work, he applies that principle to the arena where the biggest turn-of-the-millennium game of all is being played. "We are constantly told that we live in an age of change," Gallwey writes, "and nowhere are we told more frequently that we have to change than in the workplace." As on the court and the course, he contends, those changes necessary to survive and thrive can be effectively realized by quieting our inner doubts and learning to rely on our own natural instincts and behavior.

How does Gallwey suggest we do this? His method is twofold: "focus of attention ... the quintessential component of superior performance in every activity" and "clarity of desire behind the focus." Through example and clear instruction, he shows how to minimize self-distracting thoughts that serve to undermine our confidence in the workplace and similar settings, and subsequently to begin "playing in the zone" like elite athletes who have learned to visualize their goals unerringly and proceed unremittingly (and almost unconsciously) in their pursuit. It will take no small amount of dedication to put these ideas into practice, but those who do should find that Gallwey's advice relates as well to the working world as it does to the sporting world. --Howard Rothman

--This text refers to an out of print or unavailable edition of this title.

From Booklist

Taking the principles first introduced in his previous books, The Inner Game of Tennis and The Inner Game of Golf, management consultant Gallwey addresses the issues of coping with change in the workplace. He advocates creating an office atmosphere of constant learning, a way of conducting business at odds with traditional management paradigms that emphasize controlling and commanding. In addition to this constant reeducation, workers must derive a sense of enjoyment from their jobs if they are to contribute creatively to an organization's goals and output. To avoid the mindless tyranny of the achiever's daily "to-do" list, Gallwey advocates an exercise called STOP for Step back, Think, Organize, and Proceed. Use of this tactic helps a manager to focus on the really important items and see a larger picture. To round out his sports-derived metaphor, good CEOs act more like coaches than commanders, encouraging the best performance from their staffs. Mark Knoblauch --This text refers to an out of print or unavailable edition of this title.

From Library Journal

Gallwey, the best-selling author of The Inner Game of Tennis and The Inner Game of Golf, here applies his sports expertise to the workplace. As a consultant to Bell and AT&T, Gallwey devised and demonstrated methods to help employees excel by expanding constrictive work routines and engaging their intellect more fully by increasing their awareness of the tasks at hand. Gallwey conjectures that by focusing on one's ability and becoming aware of distractions, one may become more fulfilled and, therefore, more successful at work. The book presents exercises to help understand and develop focus and can be a valuable tool for helping to bring about positive changes in attitudes and productivity through work satisfaction. Recommended for public, corporate, and academic libraries supporting business management.
Robert L. Balliot Jr., Middletown P.L., RI
Copyright 2000 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.

Product details

ASIN ‏ : ‎ B000FC1IT0
Publisher ‏ : ‎ Random House; Reprint edition (October 17, 2001)
Publication date ‏ : ‎ October 17, 2001
Language ‏ : ‎ English
File size ‏ : ‎ 4851 KB
Text-to-Speech ‏ : ‎ Enabled
Screen Reader ‏ : ‎ Supported
Enhanced typesetting ‏ : ‎ Enabled
X-Ray ‏ : ‎ Enabled
Word Wise ‏ : ‎ Enabled
Sticky notes ‏ : ‎ On Kindle Scribe
Print length ‏ : ‎ 256 pages
Page numbers source ISBN ‏ : ‎ 0375758178

Best Sellers Rank: #366,916 in Kindle Store (See Top 100 in Kindle Store)
- #65 in Occupational & Organizational Psychology (Kindle Store)
- #247 in Business Office Skills
- #282 in Occupational & Organizational Popular Psychology

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4.4 307 ratings

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W. Timothy Gallwey has produced a series of bestselling Inner Game books, which set forth a new methodology for the development of personal and professional excellence in a variety of fields. For the last twenty years Gallwey has been introducing the Inner Game approach to corporations looking for better ways to manage change. He lives in Malibu, California.

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Coert Visser

Interesting new approach to learning and performing

Reviewed in the United States on February 8, 2001

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This book presents a fundamentally different view on working and learning. This other view leads to more pleasure, better performance and more effective learning in work. The ideas in this book are so powerful and relevant and Gallwey describes them so clearly that it seems virtually impossible nót to apply them. Gallwey's core message is: the traditional way in which we try to improve ourselves and our performance -through (self-)instruction and supervision- blocks what we try to achieve. To be more specific: an instructive, controlling approach to performance improvement does not lead to better but to worse performance!
After Gallwey finished his English study at Harvard University in the nineteen seventies, he went to work as a tennis coach. Doing that, he discovered that nearly all his pupils tried very hard to improve one aspect of there play that they did not like, for instance their backhand. They expected Gallwey to give them the remedy for their problem. First, this was exactly what he did: "hold your racket like this, stand there, hit the ball then", etc. He instructed pupils but noticed that they showed resistance to his instructions and that their learning did not go well. Then he noticed, to his surprise, that the performance suddenly was better when pupils stopped trying so hard to correct their mistakes but instead just played tennis for fun. Based on this observation that the 'forced mode' of learning was less effective than the `natural' mode Gallwey built his approach. His book `The Inner Game of Tennis' became a bestseller.
Gallwey proposed that the ineffective, instructive dialogue between coach and pupil also existed within the head of the pupil. While playing, the pupil continuously gave himself instructions and comments: "that was really bad, hold your racket like this, do this, don't do that" etc. Gallwey called the coach inside the pupils head SELF-1. In Gallwey's words: SELF-1 is the collection of internalised voices from the outside world. To whom then did this internal coach speak? According to Gallwey it spoke to the person him or herself. He called this spoken-to self the SELF-2. The best learning took place when SELF-1 was turned off. How is this possible? Gallwey's answer: While SELF-1 is busy giving vague and (too) simple instructions, SELF-2 is doing something infinitely more complex and precise: computing the curve of the ball, instructing muscle groups, taking into account the wind speed, the speed of the ball, etc.
Gallwey concluded that SELF-1 was a from of interference that led to nothing else than an underutilization of the person's potential. In other words: Performance = Potential - Interference. In still other words: don't let SELF-1 distract you from your task and goal!
Gallwey formulated a different, more effective and more elegant way of coaching aimed at achieving three things: 1) Awareness: by letting SELF-2 do its work the pupil can focus on collecting information on the critical variables in the task (where is the ball landing? How fast is it going? How is it influenced by the wind? etc) which leads to a greater awareness of the task; 2) Choice: it is essential that the pupil determines what he or she wants to achieve. Without this choice there is no direction and focused attention is impossible; 3) Trust: trust yourself. This goes for both the coach and the pupil. This refers to the confidence that SELF-2 will be capable of fulfilling the task.
Galwey gradually started to apply his approach to others field that tennis: golf, skiing, music and ...work. He noticed that the effects were the same. For instance: a salesman who stopped instructing and commenting himself became more effective. In seminars Gallwey draws a triangle with on the corners the words: performance, learning en enjoyment. Gallwey claims that each of these are of great importance in work and that they are dependent on each other. When you neglect enjoyment, this will eventually also lead to performance problems. What Gallwey says about the relationship between performance and learning is interesting. Performance leads to an observable change in the external world. Learning, however, establishes a change within the person who learns. It is precisely because of this that learning results are hard to measure. Enjoymentis important according to Gallwey because it refers to the relationship the person has to him or herself. If you appreciate yourself, you won't deny yourself enjoyment for a prolongued period.
Since his discovery Gallwey's most important ambition has been to let himself and others enjoy the freedom to express in their work who they really are and what they really want. He says that human freedom is nowhere more constrained than in the world of work. Nowadays, the most prevailing experience of work even seems to be: someting I'd rather not be doing if I had a choice. Gallwey says that striving for freedom at work is not the same as wanting to avoid responsibility or bosses. It is about choosing a way of working which shows responsibility to oneself. A way which is aligned with your choices and values. Gallwey uses the word 'conformity' to describe the situation when an individual gives priority to extranl demands above his internal fire. Doing this brings the security of doing and being like others but it puts out our internal fire and it diminishes our chance of satisfaction. If life decisions are based on external demands instead of internal demands, someting of the greatest value can be lost. The conflict between external and internal voices seems unfair. There is constant pressure from the outside world to conform. Sanctions, corrections, instructions, rewards, etc. are everywhere. The external world is so large and the internal so small. But the internal has one advantage: it is always there. An important step would be to understand why conformity is so attractive to us and how it affects our way of working. As an alternative to conformity Gallwey names its opposite 'mobility': the freedom to move in any direction without self-restriction.
The central idea in this book is that there is a better way of thinking about working and learning that comes down to giving more priority to our inner capacities and whishes and less to external expectations, norms and instructions. I think this is a valuable book. The author gives good and convincing examples of the inner game, for instance applied to the field of sales. In this time of extreme change good and new ideas about how people can learn and perform are wellcome. Gallwey delivers this.

52 people found this helpful

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Baguazhang

Reflects Author's Evolving Thoughts On The Inner Game Of Work (And Everything Else)

Reviewed in the United States on March 11, 2018

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I admit have not read the author's classic, The Inner Game of Tennis.

Instead, I chose to order TIGOW because I thought the groundbreaking concepts in TIGOT would not only be repeated in the former but that the former would reflect the author's evolving understanding of inner games. After all, many years had gone by since the publication of the later.

Having completed TIGOW, I have no reason to believe that I was wrong.

Anyway, TIGOW is excellent. Reading it will almost certainly help your inner game.

I have nothing to add to what other people have said about the book.

Except that the story the author relates concerning the class he took as a Havard undergrad featuring then professor B.F. Skinner demonstrating the power of operant conditioning on a pigeon subject has stayed with me. That story alone might be worth the price of the book for those who understand much of its chilling and not-so-chilling implications.

Get the book.

15 people found this helpful

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Chrissy

Strong start, slow middle, good advice

Reviewed in the United States on February 7, 2024

Verified Purchase

Some useful core lessons, though the writer seemed to be spinning his wheels a bit after a few chapters and the end seemed like it would never end.

The mindfulness principles are well applied with lots of examples. Even though I'm not in sales, I could relate it to my field because he's so specific.

I was a bit baffled by his directly naming for criticism people who gave him access to the inner workings of their (by his analysis) flawed company culture, yet leaving anonymous this one person he praises and credits with near godlike teachings.

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ProfRice

Everything improves once you change your inner voice

Reviewed in the United States on March 2, 2017

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Unlike some books that give you concrete, step by step advice, this is just as the title says....it's the inner game. Gallway observed students of tennis improved more when he stopped telling them what to do and asked them to observe specific things. You have to put on a new pair of glasses so to speak. You step away from worries about performance and put on curiosity, asking yourself new questions about what you are doing.
I am not yet through, but reading with a highlighter so I can review it more quickly in subsequent readings, which I would think will be necessary as we tend to slip back to old habits. And not just us. Many athletes and world class performers lose their edge and succumb to pressures about performance. But if we adopt different mindsets, we can get back into the flow where things happen easily and without thought.

15 people found this helpful

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sergey_mipt

the book degrades to many steoreotype formulas. focus is no longer important

Reviewed in the United States on April 25, 2012

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Disclaimer: by now I have read 63% of the book. so maybe the surprise is in the end.

I have to admit i am rather surprised and frankly upset with the second book (the first one is inner game of tennis, which I believe is a masterpiece).

The focus state (the key idea of the first book) is blamed for "having no purpose". The author compares focus state with driving with no purpose. He substitutes focus with so-called mobility state which is a conscious awareness.

It seems the author is confused with his contradictory approaches.

Not comparable with the first book. Not recommend it.

PS: pls see the disclaimer in the beg.

Best regards, Sergey.

4 people found this helpful

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Tiago

Incredible

Reviewed in the United States on July 9, 2017

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I really enjoyed this book. I have a feeling it will take me years to fully appreciate the deep lessons it imparts, even though understanding them was easy. I also liked The Inner Game of Tennis, but this one was more applicable to more people, since so many people work. It isn't full of answers or neat prescriptions, nor claim that it's just a matter of following a patented formula. This book offers tools, ways of finding answers more quickly. Highly recommended for anyone seeking the deeper meaning behind work, which is a worthy pursuit, since it is the single activity we spend the most time doing.

7 people found this helpful

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Cliente de Amazon

Excelente

Reviewed in Mexico on December 21, 2016

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Un gran libro de Tim Gallwey, te explica claramente los conceptos de "inner game" aplicable a negocios, pero sobre todo a como crecer uno mismo.

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Massimo

Lavorare o giocare pensando troppo al risultato non e` gioco o lavoro

Reviewed in Italy on October 25, 2016

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Alcuni concetti sono in comune con "Conscious Millionaire: Grow Your Business by Making a Difference by JV Crum III". Il libro di Crum e` per "l'imprenditore" che vuole trovare maggiore ispirazione e concentrazione in quello che fa, mentre questo libro di Gallwey e` maggiormente orientato a chi lavora in gruppo in una ditta.

Uno dei temi del libro, e` come fare il proprio lavoro senza farsi troppi problemi riguardo il giudizio degli altri e di se stessi. In questo senso il lavoro puo` essere visto come un "gioco" dove il fine e` agire in sintonia con quello che si sta facendo, e non distratti da forme di controllo, e autovalutazione che distraggono.

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Regina Celia Gomes de Miranda

Excelente livro

Reviewed in Brazil on August 27, 2014

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No livro o Tim Gallwey conta um pouco como começou a história do Inner Game no mundo do esporte, e traz a ideia do seu trabalho de Coach para o mundo corporativo. Com exemplos bem claros do que acontece no dia a dia dos relacionamentos humanos, principalmente o auto-relacionamento (interno de cada pessoa).

2 people found this helpful

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HB

Ameno

Reviewed in Spain on June 12, 2015

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Ameno e interesante, arroja una luz original sobre el trabajo. Útil para coaching personal y ejecutivo. Se lee muy fácilmente.

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M. Peacock

Read this first!

Reviewed in the United Kingdom on August 16, 2013

Verified Purchase

This is an extremely influential book. It is the source of the successful work of so many people who have gone on to refine and publish their methods for coaching and consulting in the workplace.
It is easily understood and practiced, which is the whole point, really.
It offers opportunity for development for anyone today, not just those engaged in change processes.
It makes so much sense that you will be drawn into using the practices without knowing it.

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The Inner Game of Work: Focus, Learning, Pleasure, and Mobility in the Workplace Kindle Edition

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W. Timothy Gallwey

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