Breaking the Fear Barrier 英文原版

　　This book takes the reader through a journey of how fear of
loss progressively creates barriers and bureaucracy that inevitably
cause companies to fail, and what leaders needs to do to overcome
these seemingly impenetrable walls. The greatest threat to an
organisation’s success is not always the competition. Often, it is
what a company does to itself. Because of fear, companies become
plagued with barriers and bureaucracy that limit success, crush
employees, and infuse frustration and a sense of futility across
the enterprise. It starts with a narrowing of focus, which leads to
the first level of bureaucracy: parochialism. Parochialism exists
when managers and departments begin to view the world through the
filter of their own little silo, and build walls make of rules and
policies to protect their turf. As businesses grow and become more
complex, the second level of bureaucracy is reached:
territorialism. While parochialism is about protecting a department
from outsiders, territorialism is about controlling those inside
the silo. The third and final level of bureaucracy is empire
building, which is a response to perceived threats to a
department’s ability to be self-sufficient. These barriers cost
organizations a fortune in inefficiency, turnover, waste, and
demoralization. Tearing down these barriers is difficult, but it
can be done. Parochialism can be eliminated by resetting rules and
policies, and refocusing on the ultimate mission of the
organization. Territorialism can be eliminated by creating true
empowerment, along with appropriate levels of accountability.
Empire building can be addressed through shared goals and a set of
guiding principles to help act as a referee in decision making. But
that’s not enough. Managers must also create a culture of courage,
to enable employees to take advantage of these new freedoms and
accountabilities. Courage killers must be rooted out, and dealt
with swiftly and strongly. Finally, leadership must refocus on
mission success rather than just checking off their part of the
process, manage reference points, and engage employees. By doing
all of these things, an organization can become fearless, and
unstoppable.

　　Tom Rieger is a Senior Practice Expert with Gallup Inc. He is
an expert in identifying and correcting barriers to success, both
for companies and societies. Rieger has built a number of
frameworks that apply behavioral economic principles to a variety
of complex problems, across both boardrooms and battlefields. Tom
received an MS in Industrial Administration from Carnegie-Mellon in
1986.

INTRODUCTION
GLOSSARY
Chapter One: FEAR OF LOSS
 Joe’s Fall From Grace
Chapter Two: PAROCHIALISM
Chapter Three: TERRITORIALISM
Chapter Four: EMPIRE BUILDING
Chapter Five: THE COST OF FEAR
Chapter Six: OVERCOMING PAROCHIALISM
Chapter Seven: OVERCOMING TERRITORIALISM
Chapter Eight: OVERCOMING EMPIRE BUILDING
Chapter Nine: COURAGE ENABLERS
Chapter Ten: BEWARE OF COURAGE KILLERS
Chapter Eleven: THE LEADERSHIP IMPERATIVE
Chapter Twelve: THE FEARLESS COMPANY
 Joe’s Redemption
ACKNOWLEDGEMENTS
REFERENCES

　　From Barnes & Noble In the age of information, corporate
managers watch the competition so intently that they often ignore
the self-sabotage that they are helping create. Tom Rieger’s
Breaking the Fear Barrier exposes a destructive process that begins
with a narrowing of focus, a growing parochialism, and a
balkanization that replaces creativity with mistrust. This is a
book that climbs out of the corporate thinking box to ask new
questions and present fresh solutions.