We also need insights into the everyday things that frustrate and confuse us so that we can more effectively solve problems and get things done. Yet we know very little about when, why, or how insights are formed—or what blocks them. In Seeing What Others Don't, renowned cognitive psychologist Gary Klein unravels the mystery.Klein is a keen observer of people in their natural settings—scientists, businesspeople, firefighters, police officers, soldiers, family members, friends, himself—and uses a marvelous variety of stories to illuminate his research into what insights are and how they happen. What, for example, enabled Harry Markopolos to put the finger on Bernie Madoff? How did Dr. Michael Gottlieb make the connections between different patients that allowed him to publish the first announcement of the AIDS epidemic? What did Admiral Yamamoto see (and what did the Americans miss) in a 1940 British attack on the Italian fleet that enabled him to develop the strategy of attack at Pearl Harbor? How did a “smokejumper” see that setting another fire would save his life, while those who ignored his insight perished? How did Martin Chalfie come up with a million-dollar idea (and a Nobel Prize) for a natural flashlight that enabled researchers to look inside living organisms to watch biological processes in action?Klein also dissects impediments to insight, such as when organizations claim to value employee creativity and to encourage breakthroughs but in reality block disruptive ideas and prioritize avoidance of mistakes. Or when information technology systems are “dumb by design” and block potential discoveries. Both scientifically sophisticated and fun to read, Seeing What Others Don't shows that insight is not just a “eureka!” moment but a whole new way of understanding.

    System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. Kahneman exposes the extraordinary capabilities—and also the faults and biases—of fast thinking, and reveals the pervasive influence of intuitive impressions on our thoughts and behavior. The impact of loss aversion and overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the challenges of properly framing risks at work and at home, the profound effect of cognitive biases on everything from playing the stock market to planning the next vacation—each of these can be understood only by knowing how the two systems work together to shape our judgments and decisions.Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives—and how we can use different techniques to guard against the mental glitches that often get us into trouble. Thinking, Fast and Slow will transform the way you think about thinking.

    This book covers those and a slew of other questions that shed light onto what constrains people, what motivates them, and ultimately what makes them happy.

    The pass was intercepted and the Seahawks lost. Critics called it the dumbest play in history. But was the call really that bad? Or did Carroll actually make a great move that was ruined by bad luck?Even the best decision doesn't yield the best outcome every time. There's always an element of luck that you can't control, and there is always information that is hidden from view. So the key to long-term success (and avoiding worrying yourself to death) is to think in bets: How sure am I? What are the possible ways things could turn out? What decision has the highest odds of success? Did I land in the unlucky 10% on the strategy that works 90% of the time? Or is my success attributable to dumb luck rather than great decision making?Annie Duke, a former World Series of Poker champion turned business consultant, draws on examples from business, sports, politics, and (of course) poker to share tools anyone can use to embrace uncertainty and make better decisions. For most people, it's difficult to say "I'm not sure" in a world that values and, even, rewards the appearance of certainty. But professional poker players are comfortable with the fact that great decisions don't always lead to great outcomes and bad decisions don't always lead to bad outcomes.By shifting your thinking from a need for certainty to a goal of accurately assessing what you know and what you don't, you'll be less vulnerable to reactive emotions, knee-jerk biases, and destructive habits in your decision making. You'll become more confident, calm, compassionate and successful in the long run.

    In fact, sometimes it seems like they’re on a mission to make us miserable! There’s always that one person. The one who hijacks our emotions. The one who seems to thrive on drama. If we could just “fix” that person, everything would be better. But we can’t fix other people. We can only make choices about ourselves. In this cut-to-the-chase audio book, communication expert Mike Bechtle shows you how to stop being a victim of other people’s craziness. With commonsense wisdom and proactive advice that you can put into practice immediately, Bechtle gives you a proven strategy to handle crazy people — and stay sane while doing it. There will always be difficult people. But this fresh perspective on dealing with them can change your life — starting today!

    For example, using sex, food, or hostility to relieve tension - that's a defense - catalogued here as entry number 68: Impulsivity. Screaming at someone can be a defense. Playing golf can be a defense. So can saving money. Or at least all of these activities may involve defenses. In this book, Blackman catalogs 101 defenses - the most ever compiled - with descriptions practical for use in everyday assessment and treatment of psychopathology. He explains how to detect and interpret a defense and offers supportive therapy techniques. The many practical tips interspersed throughout this text make it an excellent reference tool for students and experienced clinicians, while the user-friendly features allow all readers to experience how psychological defenses operate in everyday life.

    Every aircraft is equipped with an almost indestructible black box. When there is an accident, the box is opened, the data is analyzed, and the reason for the accident excavated. This ensures that procedures are adapted so that the same mistake doesn’t happen again. With this method, the industry has created an astonishing safety record.For pilots working in a safety-critical industry, getting it wrong can have deadly consequences. But most of us have a relationship with failure that impedes progress, halts innovation, and damages our lives. We don’t acknowledge it or learn from it —though we often think we do.Moving from anthropology to psychology and from history to complexity theory, Matthew Syed explains why even when we think we have 20/20 hindsight, our vision’s still fuzzy. He offers a radical new idea: that the most important determinant of success in any field, whether sports, business, or life, is an acknowledgment of failure and a willingness to engage with it. This is how we learn, progress and excel. This approach explains everything from biological evolution and the efficiency of markets to the success of the Mercedes F1 team and the mindset of David Beckham.Using a cornucopia of interviews, gripping stories, and sharp-edged science, Syed explores the intimate relationship between failure and success, and shows why we need to transport black box thinking into our own lives. If we wish to unleash our potential, we must diagnose and break free of our failures. Part manifesto for change, part intellectual adventure, this groundbreaking book reveals how to do both.

    Now, in The Upside of Irrationality, he exposes the surprising negative and positive effects irrationality can have on our lives. Focusing on our behaviors at work and in relationships, he offers new insights and eye-opening truths about what really motivates us on the job, how one unwise action can become a long-term habit, how we learn to love the ones we're with, and more. Drawing on the same experimental methods that made Predictably Irrational one of the most talked-about bestsellers of the past few years, Ariely uses data from his own original and entertaining experiments to draw arresting conclusions about how—and why—we behave the way we do. From our office attitudes, to our romantic relationships, to our search for purpose in life, Ariely explains how to break through our negative patterns of thought and behavior to make better decisions. The Upside of Irrationality will change the way we see ourselves at work and at home—and cast our irrational behaviors in a more nuanced light.

    There are no magic formulas, shortcuts, or secret sauce. The 7-rules, or 3 steps, or 12 laws that promise to change your life - they won’t help, unless you do the work. You will learn from many, yet the most important steps, you need to take on your own. Over the course of your adult life it is always you, who has the most power. You will not always be in control and nobody is. But you can choose to maximize your effect on this planet, on your loved ones and on your personal fulfillment by building an Excellence Habit. The Excellence Habit also examines the distinction between success and excellence. Success is achieving high goals. Excellence is doing the right thing, even when not driving towards any goal. It is a small mindset shift, which will produce big results. Excellence can and will lead to success. Success, on the other hand, can be the biggest enemy of excellence. More often than not success is measured in social influence, recognition and wealth. For those practicing it faithfully - excellence is its own biggest reward.

    Thaler, and Cass R. Sunstein: a revelatory look at how we make decisionsNew York Times bestsellerNamed a Best Book of the Year by The Economist and the Financial Times Every day we make choices—about what to buy or eat, about financial investments or our children’s health and education, even about the causes we champion or the planet itself. Unfortunately, we often choose poorly. Nudge is about how we make these choices and how we can make better ones. Using dozens of eye-opening examples and drawing on decades of behavioral science research, Nobel Prize winner Richard H. Thaler and Harvard Law School professor Cass R. Sunstein show that no choice is ever presented to us in a neutral way, and that we are all susceptible to biases that can lead us to make bad decisions. But by knowing how people think, we can use sensible “choice architecture” to nudge people toward the best decisions for ourselves, our families, and our society, without restricting our freedom of choice.

    The text integrates contemporary research in biology, psychology, anthropology and sociology, utilizing the biopsychosocial model as the basic explanatory theme for health and health care. Gender, sociocultural and developmental differences in health and related behaviours are also integrated throughout the text. This systems approach is complemented by the integration of life-span development in health and illness in each chapter of the text.

    As an executive, board member, advisor, and investor, John has not only coached a generation of companies on selling, but he has also influenced a generation of executives and leaders in technology, Mike Speiser-Managing Director-Sutter Hill VenturesThe learnings in The Qualified Sales Leader will help you and your sales team sell more, make more money and grow your career in enterprise sales. Luca Lazzaron-CRO SprinklrMost sales books are boring, clinical "textbooks" that "cookie-cutter" a few generic ideas into a monotonous, dull read, that puts you to sleep. The Qualified Sales Leader is an easy read, dripping with the fundamentals of enterprise sales. Real world advice that you'll put to use the next day. Chris Degnan-CRO-SnowflakeThe Qualified Sales Leader is an easy to read book that will absolutely resonate through any enterprise software sales team. Realistic, usable advice for any sales leader or sales rep. If you're in enterprise sales, you'd be crazy not to read this book Cedric Pech-CRO-MongoDBMonthly someone asks:, "When are you going to write a book". When I ask, "Why?", I'm told, "Because no one has written a sales leadership book with practical, solutions to real life issues in enterprise SaaS sales forces", Why:6 of 10 sales reps fail, not because they couldn't sell but because they were assigned the wrong accounts. Sales leaders don't align skillsets to account complexity.Rep attrition at most SaaS companies is over 20%Sales leaders can't recruit A playersSales Leaders don't coach their reps on deal advancement issuesMost sales leaders are "glorified scorekeepers"Most sales leader don't motivate their sales teamThey're focused on deals, not rep competencySales forecasts are inaccurate because most reps game the CRM system.Sales team leaders lack qualification of sales stage exit criteriaMany salesforces only win 50% of their proof of conceptsThey're unable to frame a winning POC Criteria because they skip steps 8 of 10 executive buyers say the sales meetings they take are a waste of time.Sales reps lack the ability to sell business value aligned to specific personas and use cases. 4 of 10 reps in enterprise sales say one of the top 3 biggest challenges is to establish urgency. Reps don't quantify critical business pain to create a buying influence.Reps can't find high-level business champions, only low-level coachesLeaders don't teach them to find pain above the noise.Reps find pain but can't attract a championManagers have them selfishly focused on closing a sale instead of earning trust.40% of reps say they feel out of control during the sales process.Leaders don't teach them how to control the process.Reps can't get high in the tree to drive large deals.They don't speak the language of the Economic Buyer.50% of reps say they can't overcome price objections while sales leaders struggle to increase the average deal size. Managers are pushing their sales reps into vending, not selling. Reps can't answer the simple "3 Whys" for forecasted dealsWhy do they have to buy? Why do they have to buy from us? and Why do they have to buy now?Top sales leaders will find the answers to these issues and more in The Qualified Sales LeaderFrom the PublisherJohn is widely recognized as the only person having been the CRO (Chief Revenue Officer) at five public, enterprise software companies, PTC, Geo-Tel, Ariba, BladeLogic and BMC.John's expertise was formulated as a pre-IPO member of 4 of the 5 companies listed above.Today, John is a board member at public software companies Snowflake, MongoDB and private, pre-IPO companies Lacework, Sigma, Cybereason and Observe. In the past, John has been a board member or executive consultant to: Hubspot, Glass Door AppDynamics and Sprinklr.

    Even as technology exerts new pressures to speed up our lives, it turns out that the choices we make--unconsciously and consciously, in time frames varying from milliseconds to years--benefit profoundly from delay. As this winning and provocative book reveals, taking control of time and slowing down our responses yields better results in almost every arena of life ... even when time seems to be of the essence.The procrastinator in all of us will delight in Partnoy's accounts of celebrity "delay specialists," from Warren Buffett to Chris Evert to Steve Kroft, underscoring the myriad ways in which delaying our reactions to everyday choices--large and small--can improve the quality of our lives.

    There are many methods of “conflict resolution,” but most involve compromise, a low-level accommodation that stops the fight without breaking through to new and innovative results. The 3rd Alternative introduces a breakthrough approach to conflict resolution and creative problem solving, transcending traditional solutions to conflict by forging a path toward a third option. A third alternative moves beyond your way or my way to a higher and better way—one that allows both parties to emerge from debate or even heated conflict in a far better place than either had envisioned. With the third alternative, nobody has to give up anything, and everyone wins.Through key examples and stories from his work as a consultant, Covey demonstrates the power of 3rd Alternative thinking. His wide-ranging examples include a Canadian metropolitan police force that transformed a crime-plagued community; a judge who brought a quick, peaceful end to one of the biggest environmental lawsuits in American history without setting foot in a courtroom; the principal of a high school for children of migrant workers who raised their graduation rate from 30 percent to 90 percent; a handful of little-known people who are quietly finding new ways to bring peace to the Middle East; and many others. These various groups and individuals offer living examples of how to create new and better results instead of escalating conflict, as well as how to build strong relationships based on an attitude of winning together.Beyond conflict and compromise, The 3rd Alternative unveils a radical, creative new way of thinking.

    He's since talked with thousands of readers about the challenges they face in putting those ideas into practice. The problem, he's found, is that the complexity of modern life has created a false dichotomy between things that are "essential and hard," and things that are "easy and trivial." But what if the trivial tasks became harder and the essential ones became easier? If the important projects became enjoyable, while the trivial distractions lost their appeal entirely?In Effortless, McKeown offers proven strategies for making the most important activities the easiest ones. For example: - Streamline your process by mapping out the minimum number of steps. - Prevent problems later by solving them before they happen. - Let Go of perfectionism by finding the "courage to be rubbish." - Accelerate your learning by leveraging the best of what others know.By making the toughest tasks just a little bit easier, we can accomplish more of what matters, without burning out.