具體描述
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
用戶評價
##囉嗦到焦慮 絕對閤格的學術報告
評分一點點connect瞭我這些年都在思考的dots。
評分##持續堅持公司的使命和願景。作者用瞭Just cause。 如何看待競爭。worthy rivals instead of competitors。 finite thinking：win infinite thinking：stay in the game
評分##一般吧
評分##finite vs. infinite mindset是一個思考問題的好角度：要有願景、不止追求短期績效、競爭對手令自己更好、關心他人（用戶/員工）。論證太草率，明顯有幸存者偏差和歸因上的跳躍。之前彆人吹捧的Jack Welch在本書裏被立為負麵典型。
評分一點點connect瞭我這些年都在思考的dots。
評分##看上去很“假大空”，但也不得不承認這是領導藝術的最高境界 - 胸懷大誌，利益眾生，以德服人，發菩提心
評分一點點connect瞭我這些年都在思考的dots。
評分##Fulfill, not win. 從Designing your life過來的，那本書有一節就是讓大傢明白人生是無限遊戲，而非互相攀比的有限遊戲。這本書主要是以商業公司角度談瞭無限遊戲，穿插一些個人成長相關的內容（Sinek和Grant互相攀比真是笑死我）。 最受用的一段就是蘋果大佬聽說微軟齣瞭比iPod更好用的競爭品，淡淡地說“不錯嘛”（真的不是品牌宣傳嗎？？）。這種“我在追求更長遠的目標，所以現在落後於某個群體並非意料之外，也不會影響我的計劃”的淡然，素晴素晴！ 關鍵詞：worthy rival、just cause（積極支持、包容、長遠、利他、理想主義）。 小問題：以品牌/CEO為單位分析有些過於非黑即白。而且聽瞭黑天鵝以後，感覺很多（一切）因果關係的推斷都站不住腳。。
相關圖書
本站所有内容均为互联网搜索引擎提供的公开搜索信息，本站不存储任何数据与内容，任何内容与数据均与本站无关，如有需要请联系相关搜索引擎包括但不限于百度，google,bing,sogou 等
© 2026 book.tinynews.org All Rights Reserved. 静思书屋 版权所有