You can follow any business guru you want, to be it Peter Drucker or Tom Peters. You can adopt any new management concept, from reengineering to "empowering people." But Samuel A. Culbert has one caveat: no matter what managerial "religion" you choose - and there are many sound ones - before you can lead, manage, or team up effectively, you must comprehend the mind-sets that direct the people with whom you are interacting.

In Mind-Set Management, Culbert provides a model for thinking about other people - about their self-interested motives and about their biased views of work events - as he shows managers at all levels how to use psychology instead of manipulation in giving valid, even great, advice.