"A terrific read not only for senior leaders and executives but also for employees seeking growth in complex organizations. Goldstein and Read dissect the interpersonal dynamics that affect a company's performance, provide a framework to understand the games that are commonly played in businesses around the world, and offer practical tools to correct these behaviors and improve the organization's effectiveness."
--Jacopo Bracco, executive vice president, DIRECTV Latin America

"Whether you are an employee, manager, or CEO, this book will help you uncover the games that are going on around you and in your organization and will arm you with strategies to combat the negative effects of these games."
--Corey J. Seitz, vice president, global talent management, Johnson & Johnson

"This book is a good warning sign for organizational life. A road map of potholes and wrong turns. Written in a clear and down-to-earth way, its strength is its concreteness."
--Peter Block, author, "Community: The Structure of Belonging"

"Play or don't play, your choice. But if you need to manage and aspire to lead, you must read Goldstein and Read's helpful treatment of the games going on all around you all the time. Prepare to be entertained and disconcerted in equal measure."
--Sean Meehan, Martin Hilti Professor of Marketing and Change Management, IMD

"Goldstein and Read provide an accessible and penetrating discussion of the twenty-two most common games at work and their individual and organizational causes, business costs, and remedies. Every working person who has ever been a victim or perpetrator of political games will profit from reading Games at Work."
--Harvey A. Hornstein, emeritus professor of psychology; former director of Columbia University Organizational Development Programs; and organizational consultant

Nearly all of us experience the suffering of overwork, over-stimulation, overachievement and hyper-expectation. We are asked to do more with less, but where is the energy and capacity going to come from? Rather than doing more, we need to learn to do differently in order to achieve. We need to slow down to go fast, step back to energize, take a breath to connect with presence, and look at the same situations with fresh, innovative thinking. Otherwise we will continue to crash economically, personally, and collectively. In today's dynamic world, Pause will become the new transformative principle, the catalyst for purpose-filled innovation and renewal. More than just a work or philosophy or spirituality, The Pause Principle provides real tools and practices to make pausing a part of every leader's everyday life. Cashman shows how pausing in many forms can provide better, fresher thinking in all areas of business and human relations. The book focuses on how pausing helps improve self-awareness, purpose, listening skills, energy, problem-solving, and innovation. The Pause Principle gives leaders an alternative path to sustainable achievement. It provides tools to re-connect to self, others, and new opportunities.