Arbinger Principles: Outward Performance for Leaders

Self-Betrayal Principles:

1. Capacity for Discernment: People can discern what others might want or need and how to treat them. This capacity is rooted in each person's deepest sense of right or wrong concerning others.
2. Self-Betrayal: Occurs when one fails to do what is right for another or does what is wrong. Results in justifying oneself by blaming others and excusing one's actions.
3. Negative Emotions and Blame: Blaming manifests as negative emotions such as self-pity, fear, anger, and resentment. Blaming others is a way of justifying self-betrayal.
4. Inward Mindset: Self-betrayal leads to an inward mindset, where others are seen as objects: either as obstacles, vehicles, or as irrelevant.

Collusion Principles:

1. Blame Begets Blame: Blaming others leads to a self-fulfilling prophecy where blame provokes the behavior criticized.
2. Mutual Destructive Collaboration (Collusion): Colluding individuals exploit each other's provoking behavior. They prize the behavior they complain about, leading to ongoing conflicts.
3. Limited Perspective in Collusion: Colluders can only see within the limits of their respective boxes, fostering misunderstandings.
4. Patterns of Collusion: Characteristic attitudes of blame and self-protection lead to collusive interactions. Collusion patterns persist in various settings.

Outward Mindset Pattern:

1. S.A.M. (See Others, Adjust Efforts, Measure Impact): Shift to an outward mindset involves seeing others, adjusting efforts to be more helpful, and measuring impact.
2. Changing Perspectives: Changing oneself prompts a different response from others, even if they do not change. When free from the box, understanding and a desire to help replace blame.
3. Helping Others to Change: Giving up negative attitudes helps others change. Expectations shift from wanting others to change for us to doing what is right for them.

Organizational Transformation:

1. Mindset, Behavior, and Systems Change: Mindset change is a performance multiplier that drives behavior. Organizations need mindset change, behavior change, and systems change for sustained transformation.
2. Sustaining Change: Identifying and attending to mindset change at the start of change efforts increases the likelihood of success. Organization-wide mindset change becomes self-sustaining through a combination of changing mindset, behavior, and systems.

These principles highlight the importance of recognizing self-betrayal, understanding mindsets, avoiding collusion, adopting an outward mindset, and implementing changes at both individual and organizational levels for sustained transformation.