The Search For Unrational Leadership – The Most Dangerous Book in America – 2005

By Alan Abrams – ForeWord Reviews – 2005

There’s a buzzword term in pop culture called “old school.” As a noun, it means a class of people favoring traditional ideas. Although it refers to the old ways of thinking and acting, it can also infer a sentimental attachment to outdated works and concepts.

Charles Fleetham makes a very convincing case that the rational thought process ingrained into our culture and beliefs is old school. For 500 years we’ve approached our problems by thinking and acting rationally. Where has that got us? Look around you for the answer.

Fleetham believes there is something better and more relevant to our lives, and he calls it “Unrational Leadership.” Although the Michigan-based management consultant targets business applications, the new territory he explores and charts in this epochal work has relevance and usefulness for everyone.

This book will challenge and revolutionize both the way you think, and how you think. It will fundamentally change your thought process by opening your mind to accept the subconscious influences society has fought to suppress. Because it will require you to make a life-altering change, it could well be the most important book you’ve ever read.

This is not pop psychology babble. Fleetham knows the untapped potential of the message he conveys. As he puts it, “We unknowingly endow rationality with extraordinary power. We insist on making decisions with reason, logic or scientific knowledge, without the interference of emotion or prejudice.”

This separation of reason and emotion, of the rational and irrational, has created a chasm even deeper than the separation of church and state.

Fleetham has found a historical villain in the French philosopher Rene Descartes. Yet as he points out, “Descartes . . . did not rely on reason alone. The unconscious cannot be vanquished, the more we avoid it, the more it wreaks havoc in our world.” Even Descartes made a feeble attempt at co-opting this reality by conceding his methods came to him in a dream.

Although Fleetham’s thinking is radical, “Unrational Leadership” is not to be confused with irrational thinking. Fleetham defines it as “the marriage of traditional rational thinking and the irrational intuitive mind, that part of our self that comes out at night.”

The issue is as simple as learning to rely upon your right brain instead of your left brain.

It took guts for Fleetham to write this book, to chart not just his own course, but that for those who wish to follow. It would be an error not to take his message seriously.

However, before anything else, you’ll still have to make one last rational decision — and that is to buy this book


Alan Abrams

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