This newest edition expands on the strengths of earlier versions, helping students bridge the gap between concepts and reasoning. Students are shown, rather than told about, how physics works and are given the opportunity to apply concepts to real-world problems. Each chapter and concept has been scrutinized to ensure clarity, currency, and accuracy while checkpoints, problem solving tactics, and sample problems help students make sense of new concepts. As always, Fundamentals of Physics covers every aspect of basic physics, from force and motion to relativity and will prepare today's students to be tomorrow's scientists.

    But at what cost? In this urgent and revelatory excavation of our Information Age, leading technology thinker Adam Greenfield forces us to reconsider our relationship with the networked objects, services and spaces that define us. It is time to re-evaluate the Silicon Valley consensus determining the future.We already depend on the smartphone to navigate every aspect of our existence. We're told that innovations--from augmented-reality interfaces and virtual assistants to autonomous delivery drones and self-driving cars--will make life easier, more convenient and more productive. 3D printing promises unprecedented control over the form and distribution of matter, while the blockchain stands to revolutionize everything from the recording and exchange of value to the way we organize the mundane realities of the day to day. And, all the while, fiendishly complex algorithms are operating quietly in the background, reshaping the economy, transforming the fundamental terms of our politics and even redefining what it means to be human.Having successfully colonized everyday life, these radical technologies are now conditioning the choices available to us in the years to come. How do they work? What challenges do they present to us, as individuals and societies? Who benefits from their adoption? In answering these questions, Greenfield's timely guide clarifies the scale and nature of the crisis we now confront --and offers ways to reclaim our stake in the future.

    Mumford has drawn on every aspect of life to explain the machine and to trace its social results. "An extraordinarily wide-ranging, sensitive, and provocative book about a subject upon whichphilosophers have so far shed but little light" (Journal of Philosophy).

    People can use economics and they can use statistics and numbers to get at the truth and there is a real appetite for doing so. This is such a BBC thing to say--there’s almost a public service mission to be fulfilled in educating people about economics. When I wrote The Undercover Economist, it was all about my pure enthusiasm for the subject; the book is full of stuff I wanted to say and that is always the thing with the books: they are always such fun to write. Do you think that people these days are generally more economically literate? People are now aware of economics for various reasons. There are the problems with the economy--there is always more interest in economics when it is all going wrong. Where is the border line in your new book between economics and sociology? I don’t draw a border line, and particularly not with the new book. The Undercover Economist was basically all the cool economics I could think of and The Logic of Life was me investigating a particular part of economics. All of the references in The Logic of Life were academic economics papers that I had related--and hopefully made more fun. This new book, Adapt, is very different. I have started by asking what is wrong with the world, what needs fixing, how does it work--and if economics can tell us something about that (which it can) then I have used it. And if economics is not the tool that you need--if you need to turn to sociology or engineering or biology or psychology--I have, in fact, turned to all of them in this book. If that’s what you need, then that’s where I have gone. So I have written this book in a different way: I started with a problem and tried to figure out how to solve it. What specific subjects do you tackle? To be a bit more specific, the book is about how difficult problems get solved and I look at quick change; the banking crisis; poverty; innovation, as I think there is an innovation slow-down; and the war in Iraq. Also, I look at both problems in business and in everyday life. Those are the big problems that I look at--and my conclusion is that these sorts of problems only ever get solved by trial and error, so when they are being solved, they are being solved through experimentation, which is often a bottom-up process. When they are not being solved it is because we are not willing to experiment, or to use trial and error. Do you think companies will change to be much more experimental, with more decisions placed in the hands of employees? I don’t think that is necessarily a trend, and the reason is that the market itself is highly experimental, so if your company isn’t experimental it may just happen to have a really great, successful idea--and that’s fine; if it doesn’t, it will go bankrupt. But that said, it is very interesting to look at the range of companies who have got very into experimentation--they range from the key-cutting chain Timpson’s to Google; you can’t get more different than those two firms, but actually the language is very similar; the recruitment policies are similar; the way the employees get paid is similar. The “strap line” of the book is that “Success always starts with failure.” You are a successful author… so what was the failure that set you up for success? I was working on a book before The Undercover Economist… it was going to be a sort of Adrian Mole/Bridget Jones’ Diary-styled fictional comedy, in which the hero was this economist and through the hilarious things that happened to him, all these economic principles would be explained--which is a great idea--but the trouble is that I am not actually funny. Another example would be my first job as a management consultant… and I was a terrible management consultant. I crashed out after a few months. Much better that, than to stick with the job for two or three years-- a lot of people say you have got to do that to “show your commitment.” Taking the job was a mistake--why would I need to show my commitment to a mistake? Better to realise you made a mistake, stop and do something else, which I did. That idea that “failure breeds success” is central to most entrepreneurs. Do you think we need more of it in the UK? I think that the real problem is not failure rates in business; the problem is failure rates in politics. We need a much higher failure rate in politics. What actually happens is politicians--and this is true of all political parties--have got some project and they’ll say, “Right, we are going to do this thing,” and it is quite likely that idea is a bad idea--because most ideas fail; the world is complicated and while I don’t have the numbers for this, most ideas are, as it turns out, not good ideas. But they never collect the data, or whatever it is they need to measure, to find out where their idea is failing. So they have this bad idea, roll this bad idea out and the bad idea sticks, costs the country hundreds, millions, or billions of pounds, and then the bad idea is finally reversed by the next party on purely ideological grounds and you never find out whether it really worked or not. So we have this very, very low willingness to collect the data that would be necessary to demonstrate failure, which is the bit we actually need. To give a brief example: Ken Livingstone, as Mayor of London, came along and introduced these long, bendy buses. Boris Johnson came along and said, “If you elect me, I am going to get rid of those big bendy buses and replace them with double-decker buses.” He was elected and he did it, so… which one of them is right? I don’t know. I mean, isn’t that crazy? I know democracy is a wonderful thing and we voted for Ken Livingstone and we voted for Boris Johnson, but it would be nice to actually have the data on passenger injury rates, how quickly people can get on and off these buses, whether disabled people are using these buses… the sort of basic evidence you would want to collect. Based on that, are you a supporter of David Cameron’s “Big Society”, which in a sense favours local experimentation over central government planning? Well, I have some sympathy for the idea of local experimentation, but what worries me is that we have to have some mechanism that is going to tell you what is working and what is not--and there is no proposal for that. Cameron’s Tories seem to have the view that ‘if it is local then it will work.’ In my book, I have all kinds of interesting case studies of situations where localism really would have worked incredibly well, as in, say, the US Army in Iraq. But I have also got examples of where localism did not work well at all--such as a corruption-fighting drive in Indonesia. Is the new book, Adapt, your movement away from economic rationalist to management guru? Are you going to cast your eye over bigger problems? The two changes in Adapt are that I have tried to start with the problem, rather than saying, “I have got a hammer--I’m going to look for a nail.” I started with a nail and said, “Ok, look, I need to get this hammered in.” So I have started with the problem and then looked anywhere for solutions. And the second thing is that I have tried to do is write with more of a narrative. This is not a Malcolm Gladwell book, but I really admire the way that people like Gladwell get quite complex ideas across because they get you interested in the story; that is something that I have tried to do more of here. I am not too worried about it, because I know that I am never going to turn into Malcolm Gladwell--I am always going to be Tim Harford--but it doesn’t hurt to nudge in a certain direction. On Amazon, we recommend new book ideas to people: “If you like Tim Harford you may like…”, but what does Tim Harford also like? I read a lot of books, mostly non-fiction and in two categories: people who I think write a lot better than I do, and people who think about economics more deeply than I do. In the first category I am reading people like Michael Lewis, Kathryn Schulz (I loved her first book, Being Wrong), Malcolm Gladwell and Alain de Botton. In the second category, I read lots of technical economics books, but I enjoy Steven Landsburg, Edward Glaeser (who has a book out now which looks good), Bill Easterly… I don’t necessarily agree with all of these people! When I am not reading non-fiction, I am reading comic books or 1980s fantasy authors like Jack Vance.

    Startups face daunting challenges entering the technology ecosystem, including stiff competition, copycats, and ineffective marketing channels. Teams launching new products must consider the advantages of “the network effect,” where a product or service’s value increases as more users engage with it. Apple, Google, Microsoft, and other tech giants utilize network effects, and most tech products incorporate them, whether they’re messaging apps, workplace collaboration tools, or marketplaces. Network effects provide a path for fledgling products to break through, attracting new users through viral growth and word of mouth.Yet most entrepreneurs lack the vocabulary and context to describe them—much less understand the fundamental principles that drive the effect. What exactly are network effects? How do teams create and build them into their products? How do products compete in a market where every player has them? Andrew Chen draws on his experience and  on interviews with the CEOs and founding teams of LinkedIn, Twitch, Zoom, Dropbox, Tinder, Uber, Airbnb, Pinterest — to provide unique insights in answering these questions. Chen also provides practical frameworks and principles that can be applied across products and industries. The Cold Start Problem reveals what makes winning networks successful, why some startups fail to successfully scale, and most crucially, why products that create and compete using the network effect are vitally important today.

    Part One focuses on the exponential technologies that are disrupting today’s Fortune 500 companies and enabling upstart entrepreneurs to go from "I’ve got an idea" to "I run a billion-dollar company" far faster than ever before. The authors provide exceptional insight into the power of 3D printing, artificial intelligence, robotics, networks and sensors, and synthetic biology. Part Two of the book focuses on the Psychology of Bold, drawing on insights from billionaire entrepreneurs Larry Page, Elon Musk, Richard Branson, and Jeff Bezos. In addition, Diamandis reveals his entrepreneurial secrets garnered from building fifteen companies, including such audacious ventures as Singularity University, XPRIZE, Planetary Resources, and Human Longevity, Inc. Finally, Bold closes with a look at the best practices that allow anyone to leverage today’s hyper-connected crowd like never before. Here, the authors teach how to design and use incentive competitions, launch million-dollar crowdfunding campaigns to tap into ten’s of billions of dollars of capital, and finally how to build communities—armies of exponentially enabled individuals willing and able to help today’s entrepreneurs make their boldest dreams come true.Bold is both a manifesto and a manual. It is today’s exponential entrepreneur’s go-to resource on the use of emerging technologies, thinking at scale, and the awesome power of crowd-powered tools.

    Indeed, logic goes to the very core of what we mean by human intelligence. In this concise, crisply readable book, distinguished professor D. Q. McInerny offers an indispensable guide to using logic to advantage in everyday life. Written explicitly for the layperson, McInerny’s Being Logical promises to take its place beside Strunk and White’s The Elements of Style as a classic of lucid, invaluable advice. As McInerny notes, logic is a deep, wide, and wonderfully varied field, with a bearing on every aspect of our intellectual life. A mastery of logic begins with an understanding of right reasoning–and encompasses a grasp of the close kinship between logical thought and logical expression, a knowledge of the basic terms of argument, and a familiarity with the pitfalls of illogical thinking. Accordingly, McInerny structures his book in a series of brief, penetrating chapters that build on one another to form a unified and coherent introduction to clear and effective reasoning.At the heart of the book is a brilliant consideration of argument–how an argument is founded and elaborated, how it differs from other forms of intellectual discourse, and how it critically embodies the elements of logic. McInerny teases out the subtleties and complexities of premises and conclusions, differentiates statements of fact from statements of value, and discusses the principles and uses of every major type of argument, from the syllogistic to the conditional. In addition, he provides an incisive look at illogical thinking and explains how to recognize and avoid the most common errors of logic.Elegant, pithy, and precise, Being Logical breaks logic down to its essentials through clear analysis, accessible examples, and focused insights. Whether you are a student or a teacher, a professional sharpening your career skills or an amateur devoted to the fine points of thought and expression, you are sure to find this brief guide to effecting reasoning both fascinating and illuminating.From the Hardcover edition.

    A book for all times to come. His understanding & explanation of where the real power lies is outstanding. What s breathtaking is how relevent his arguments are today & how strikingly similar the working of all governments turn out to be (as generalized by Hart). He deals with issues such as 'patterns & psychology of dictatorship', 'power politics in a democracy' & lastly the the 'desire for power' & 'War'."--Ali S. Burki.Summary:Preface Foreword Part 1: History & truth Part 2: Government & freedom Part 3: War & peace Conclusions

    Refugee waves. An unfixable global economy. Surprising election results. New billion-dollar fortunes. Miracle medical advances. What if they were all connected? What if you could understand why? The Seventh Sense is the story of what all of today's successful figures see and feel: the forces that are invisible to most of us but explain everything from explosive technological change to uneasy political ripples. The secret to power now is understanding our new age of networks. Not merely the Internet, but also webs of trade, finance, and even DNA. Based on his years of advising generals, CEOs, and politicians, Ramo takes us into the opaque heart of our world's rapidly connected systems and teaches us what the losers are not yet seeing -- and what the victors of this age already know.

    Gain a deep understanding of the “what, why, how, when, how much” questions of your life. Become a Systems Thinker and discover how to approach your life from a completely new perspective. What is systems thinking? Put it simply, thinking about how things interact with one another. Why should this matter to you? Because you are a system. You are a part of smaller and larger systems – your community, your country, your species. Understanding your role within these systems and how these systems affect, hinder, or aid the fulfillment of your life can lead you to better answers about yourself and the world. Information is the most precious asset these days. Evaluating that information correctly is almost priceless. Systems thinkers are some of the bests in collecting and assessing information, as well as creating impactful solutions in any context. The Systems Thinker will help you to implement systems thinking at your workplace, human relations, and everyday thinking habits. Boost your observation and analytical skills to find the real triggers and influencing forces behind contemporary politics, economics, health, and education changes. Systems thinking clears your vision by teaching you not only to find the differences between the elements but also the similarities. This bi-directional analyzing ability will give you a more complex worldview, deeper understanding of problems, and thus better solutions. The car stopped because its tank is empty – so it needs gas. Easy problem, easy solution, right? But could you explain just as easily why did the price of gas raise with 5% the past month? After becoming a systems thinker, you’ll be able to answer that question just as easily. Change your thoughts, change your results. •What are the main elements, questions and methods of thinking in systems? •The most widely used systems archetypes, maps, models, and analytical methods. •Learn to identify and provide solutions even the most complex system problems. •Deepen your understanding about human motivation with systems thinking. The past fifty years brought so many changes in our lives. The world has become more interconnected than ever. Old rules can’t explain the new world anymore. But systems thinking can. Embrace systems thinking and become a master of analytical, critical, and creative thinking.

    Focusing on cutting-edge leadership, management systems, processes, procedures, and techniques, the authors synthesize changes such as: Increasing cultural diversity.Powerful new social responsibility initiatives.The arrival of a truly global marketplace. This is an inspiring book for managers, consultants, strategists, and leaders planning for success in the business world in the 21st century.

    The insurance industry’s actuarial tables and the gambler’s roulette wheel both yield to the tools of probability theory. Most situations in life, however, involve a deeper kind of uncertainty, a radical uncertainty for which historical data provide no useful guidance to future outcomes. Radical uncertainty concerns events whose determinants are insufficiently understood for probabilities to be known or forecasting possible. Before President Barack Obama made the fateful decision to send in the Navy Seals, his advisers offered him wildly divergent estimates of the odds that Osama bin Laden would be in the Abbottabad compound. In 2000, no one—not least Steve Jobs—knew what a smartphone was; how could anyone have predicted how many would be sold in 2020? And financial advisers who confidently provide the information required in the standard retirement planning package—what will interest rates, the cost of living, and your state of health be in 2050?—demonstrate only that their advice is worthless.The limits of certainty demonstrate the power of human judgment over artificial intelligence. In most critical decisions there can be no forecasts or probability distributions on which we might sensibly rely. Instead of inventing numbers to fill the gaps in our knowledge, we should adopt business, political, and personal strategies that will be robust to alternative futures and resilient to unpredictable events. Within the security of such a robust and resilient reference narrative, uncertainty can be embraced, because it is the source of creativity, excitement, and profit.

    His understandings about our regressed, “seatbelt society,” oriented toward safety rather than adventure, help explain the sabotage that leaders constantly face today. Suspicious of the “quick fixes” and instant solutions that sweep through our culture only to give way to the next fad, he argued for strength and selfdifferentiationas the marks of true leadership. His formula for success is more maturity, not more data; stamina, not technique; and personal responsibility, not empathy.A Failure of Nerve was unfinished at the time of Friedman’s death and originally publishedin a limited edition. This new edition cleans up some oversights in the original and bringshis life-changing insights and challenges to a new generation of readers.“Reading this book is like discovering an unpublished Beethoven sonata or a missing play of Shakespeare. Ed Friedman was one of our most brilliant, original, and provocative thinkers across the fields of therapy, ministry, and organizational leadership.”—Professor William J. Doherty, Director, Marriage and Family Therapy Program, University of Minnesota

    A former rocket scientist reveals the habits, ideas, and strategies that will empower you to turn the seemingly impossible into the possible. Rocket science is often celebrated as the ultimate triumph of technology. But it's not. Rather, it's the apex of a certain thought process -- a way to imagine the unimaginable and solve the unsolvable. It's the same thought process that enabled Neil Armstrong to take his giant leap for mankind, that allows spacecraft to travel millions of miles through outer space and land on a precise spot, and that brings us closer to colonizing other planets. Fortunately, you don't have to be a rocket scientist to think like one. In this accessible and practical book, Ozan Varol reveals nine simple strategies from rocket science that you can use to make your own giant leaps in work and life -- whether it's landing your dream job, accelerating your business, learning a new skill, or creating the next breakthrough product. Today, thinking like a rocket scientist is a necessity. We all encounter complex and unfamiliar problems in our lives. Those who can tackle these problems -- without clear guidelines and with the clock ticking -- enjoy an extraordinary advantage. Think Like a Rocket Scientist will inspire you to take your own moonshot and enable you to achieve liftoff.

    This seemingly small phenomenon symbolizes a significant social change that Robert Putnam has identified in this brilliant volume, which The Economist hailed as "a prodigious achievement."Drawing on vast new data that reveal Americans' changing behavior, Putnam shows how we have become increasingly disconnected from one another and how social structures--whether they be PTA, church, or political parties--have disintegrated. Until the publication of this groundbreaking work, no one had so deftly diagnosed the harm that these broken bonds have wreaked on our physical and civic health, nor had anyone exalted their fundamental power in creating a society that is happy, healthy, and safe.Like defining works from the past, such as The Lonely Crowd and The Affluent Society, and like the works of C. Wright Mills and Betty Friedan, Putnam's Bowling Alone has identified a central crisis at the heart of our society and suggests what we can do.