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

good theory of how people work when they are effective. accompanied with useful practical advices

W. Timothy Gallwey (Tim)has hit served another Ace! This book is a reference to be kept close! I am on my third read, although my first purchase was the day it hit the book stores. I buy it in quantity and send it as gifts to new friends. John Kirk

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 t

The true achievement of Timothy Gallwey is his 'putting his finger on the exact, right spot'. Not only the spot where our barriers in achieving our full potentials lie, but also on how to evade and avoid these barriers. His book on Work (after his books on Tennis and Golf) is very well written. Through his natural flowing writing style he is able to establish a paradigm shift with the reader. Then, throughout the book, he keeps the reader firmly attentive to 'the inner game' paradigm and makes the subject come alive using theory and stories as building blocks. Once you have read this book, you will never look at achievement the same way. Not for yourself nor for anybody else. This book is an absolute must-read for all modern workers providing understanding of how true fun, learning and achievement works from-the-inside-out. Do not be surprised though when this book will also positively impact your view on, and handling of, many other aspects of life outside your work. Get it; you will not be disappointed.

This book deserves more than five stars, because it explains how you can be most effective in learning, gaining experience, and achieving higher performance. The principles are based on Mr. Gallwey's earlier successful coaching experiences and books about the inner games of tennis and golf. That may sound like an unlikely way to approach becoming more effective at work, but it is unusually effective for those who have ever played tennis or golf by providing a visceral point of reference. I could immediately relate to the book's ideas, because both my tennis and golf performances are hindered by the critical stream of commentary that flows in my head as I play these sports. Occasionally, I quiet the criticism and I play much better. To me, the explanation of how to help someone improve their tennis or golf games, or do their work better was a real eye opener. If you encourage someone to simply notice what is going on during the performance of the act (where they strike the ball relative to their feet in tennis, the lie of the ball in golf, or the important circumstances of the work environment), the person will quickly and easily find their own solutions to becoming more effective. That made sense to me because I have been operating without taking golf lessons for about a year and a half now, and many parts of the game have improved in major ways. I have taken charge of making my own diagnoses of what I need to do differently, and have learned a lot that I did not grasp from taking lessons. That experience validated the author's approach for me.The other reason it made sense is that in my own coaching activities with business executives about their work, I always find that people know the answer to their own issues if you can give them a more helpful focus to open their minds and help them recall information that they have observed in other contexts. That is exactly the coaching method that Mr. Gallwey describes in this book. The model here is that our conscious minds tend to focus on harmful criticism that provides limited useful information about what we should be doing. On the other hand, our subconscious minds are very good at directing us when we let loose of the chatter from our conscious minds. Mr. Gallway takes that observation and builds methods to help you set inspiring, authentic, and meaningful goals for learning, gaining experience, and becoming more productive. He gives you tools to shift you focus away from the concerns of the conscious mind, and how to coach others to do the same in their learning. He then links all of this to creating conscious choices to change your direction and behavior in ways that serve you better. To make this last step easier, he provides several alternative perceptual analogies to encourage you. The book has a series of effective exercises you can do to pursue those analogies. The book also provides many examples drawn from the author's consulting exp