n 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 ...
n 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.Age Range: Adult
"Winning" provides a temporary thrill of victory; an intense, but fleeting, boost to our self-confidence. None of us is able to hold on to the incredible feeling of accomplishment for that target we hit, promotion we earned or tournament we won a year ago. Those feelings have passed. To get that feelings gain, we need to try to win again.
A Just Cause must be:
- For something - affirmative and optimistic
- Inclusive - open to all those who would like to contribute
- Service oriented - for the primary benefit of others
- Resilient - able to endure political, technological and cultural change
- Idealist - big, bold and ultimately unbelievable
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Winning" provides a temporary thrill of victory; an intense, but fleeting, boost to our self-confidence. None of us is able to hold on to the incredible feeling of accomplishment for that target we hit, promotion we earned or tournament we won a year ago. T...
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「内容简介」 作者Simon Sinek出生于英国，曾在南非香港等地居住后移居至美国，在4A广告公司工作一段时间后，写作了Start with the Why等畅销书籍，成为了一名作家和演讲家。The Infinite Game是他写的第五本书。该书无限游戏的概念取材于经济上的博弈论：有限游戏（例如足球或...
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西蒙·斯涅克 作者
慕蓉
天津科学技术出版社2020版
Amo Wu
天津科学技术出版社2020版
Shawn野人参
天津科学技术出版社2020版
sherry
Angela
天津科学技术出版社2020版
简恩想有钱
天津科学技术出版社2020版
0 有用 savagett 2023-06-04 21:20:16 上海
在simon sinek的众多作品中还算比较有新意的，但是他这样的畅销书作者总是喜欢用一个角度来定义成功与失败，就很没道理。
0 有用 phoebesheng 2023-02-19 12:32:10 上海
这本跟start with why相差太多了。理论逻辑上都没有问题，然而光讲大道理是没有用的，要告诉读者怎么样才能在面对华尔街压力的时候牺牲短期利益，视线放长远，不忘初心。
0 有用 hx 2022-01-04 14:37:56
一般吧
0 有用 umi 2020-07-23 11:21:44
We are all players of multiple infinite games of life. To serve is good for the game.
0 有用 豆瓣真是垃圾 2020-03-01 11:31:27
追求长远价值而不是短期利益。那怎么保证在位时间足够长？要有一个能让大家都认同的cause。书里应该把钢铁侠帮助人类殖民火星的cause也放进去。