But in our zeal to instill the evaluation process with scientific rigor, we've gone from measuring performance to fixating on measuring itself. The result is a tyranny of metrics that threatens the quality of our lives and most important institutions. In this timely and powerful book, Jerry Muller uncovers the damage our obsession with metrics is causing--and shows how we can begin to fix the problem.Filled with examples from education, medicine, business and finance, government, the police and military, and philanthropy and foreign aid, this brief and accessible book explains why the seemingly irresistible pressure to quantify performance distorts and distracts, whether by encouraging "gaming the stats" or "teaching to the test." That's because what can and does get measured is not always worth measuring, may not be what we really want to know, and may draw effort away from the things we care about. Along the way, we learn why paying for measured performance doesn't work, why surgical scorecards may increase deaths, and much more. But metrics can be good when used as a complement to--rather than a replacement for--judgment based on personal experience, and Muller also gives examples of when metrics have been beneficial.Complete with a checklist of when and how to use metrics, The Tyranny of Metrics is an essential corrective to a rarely questioned trend that increasingly affects us all.

    If you’ve ever sought a job or hired someone, applied to college or guided your child into a good kindergarten, asked someone out on a date or been asked out, you’ve participated in a kind of market. Most of the study of economics deals with commodity markets, where the price of a good connects sellers and buyers. But what about other kinds of “goods,” like a spot in the Yale freshman class or a position at Google? This is the territory of matching markets, where “sellers” and “buyers” must choose each other, and price isn’t the only factor determining who gets what.Alvin E. Roth is one of the world’s leading experts on matching markets. He has even designed several of them, including the exchange that places medical students in residencies and the system that increases the number of kidney transplants by better matching donors to patients. In Who Gets What — And Why, Roth reveals the matching markets hidden around us and shows how to recognize a good match and make smarter, more confident decisions.

    Under Andrew Grove's leadership, Intel has become the world's largest computer chipmaker, the 5th most admired company in America, and the 7th most profitable company among the Fortune 500. Few CEOs can claim this level of success. Grove attributes much of it to the philosophy and strategy he has learned the hard way as he steered Intel through a series of potential major disasters. There are moments in any business when massive change occurs, when all the rules of business shift fast, furiously and forever. Grove calls such moments strategic inflection points (SIPs), and he has lived through several. They can be set off by almost anything - by mega competition, an arcane change in regulations, or by a seemingly modest change in technology. They are not always easy to spot - but you can't hide from them. Intel's first SIP was when the Japanese started producing better-quality, lower-cost memory chips. It took Grove three years and huge losses to recognize that he had to rethink and reposition the company to become, once again, leader in its field.Grove extrapolates the lessons he has learned from this and other SIPs - for instance the drama of the Pentium flaw, and the SIP brought on by the Internet - to reveal a unique insight into the management of change. He recounts strategies from other companies and examines his own record of success and failure. Only the Paranoid Survive is a classic lesson in leadership skills that every manager in every industry will benefit from. Every manager must assume that something will change - very soon.

    Boyd for the world of business.The success of Robert Coram's monumental biography, Boyd, the Fighter Pilot Who Changed the Art of War, rekindled interest in this obscure pilot and documented his influence on military matters ranging from his early work on fighter tactics to the USMC's maneuver warfare doctrine to the planning for Operation Desert Storm. Unfortunately Boyd's written legacy, consisting of a single paper and a four-set cycle of briefings, addresses strategy only in war. Boyd and BusinessBoyd did study business. He read everything he could find on the Toyota Production System and came to consider it as an implementation of ideas similar to his own. He took business into account when he formulated the final version of his OODA loop and in his last major briefing, Conceptual Spiral, on science and technology. He read and commented on early versions of this manuscript, but he never wrote on how business could operate more profitably by using his ideas.Other writers and business strategists have taken up the challenge, introducing Boyd's concepts and suggesting applications to business. Keith Hammonds, in the magazine Fast Company, George Stalk and Tom Hout in Competing Against Time, and Tom Peters most recently in Re-imagine! have described the OODA loop and its effects on competitors.They made significant contributions. Successful businesses, though, don t concentrate on affecting competitors but on enticing customers. You could apply Boyd all you wanted to competitors, but unless this somehow caused customers to buy your products and services, you ve wasted time and money. If this were all there were to Boyd, he would rate at most a sidebar in business strategy.Business is not WarPart of the problem has been Boyd's focus on war, where affecting competitors is the whole idea. Armed conflict was Boyd's life for nearly 50 years, first as a fighter pilot, then as a tactician and an instructor of fighter pilots, and after his retirement, as a military philosopher. Coram describes (and I know from personal experience) how his quest consumed Boyd virtually every waking hour.It was not a monastic existence, though, since John was above everything else a competitor and loved to argue over beer and cigars far into the night. During most of the 1970s and 80s he worked at the Pentagon, where he could share ideas and debate with other strategists and practitioners of the art of war. The result was the remarkable synthesis we know as Patterns of Conflict. Discussions about generals and campaigns, however, did not give Boyd much insight into competition in other areas, like businessNow you might expect, at first glance, that business is so much like war that lifting concepts from one and applying them to the other would be straightforward. But think about that for a minute. Even in its simplest description, business doesn't really look much like war. For one thing, there are always three sides to business competition: you, customers, and competitors. Often it is vastly more complex, with a multitude of competitors who are customers of each other as well. In business, unlike war, it may even be desirable to be conquered by a competitor in a lucrative merger or acquisition. Finally, and most important, it is rarely possible to defeat the other player in the triangle, that is, to compel an unwilling customer to buy. Attempts to pressure customers into paying too much or into buying more than they need often open a window for competitors (as the US airline industry is belatedly discovering.) Generally all we can do is attract offer products and services to potential customers, whose decisions determine who wins and who loses.What this means is that the strategies and tactics of war, Boyd's included, are destructive in nature and so never apply to business. Expressions like Attack enemy weaknesses have no meaning, except as metaphors and analogies. Across different domains, such literary devices are as likely to be misleading as helpful.Boyd's Strategy Still AppliesBusiness is not war, but it is a form of conflict, a situation where one group can win only if another group loses. If you dig beneath Boyd's war-centered tactics you find a general strategy for ensuring that in most any type of conflict your group will be the one that wins.Although Boyd made a number of new and fundamental contributions, his is an ancient school, extending back in written form 2,500 years. It is built around two primary themes:A focus on time (not speed) and specifically, using dislocations in time to shape the competitive situation. These effects, by the way, are quite different in business than they are in war.A culture with attributes that enable even impel organizations to exploit time for competitive advantage. Within Boyd's culture, members will seek out or invent specific practices that will work for it.Why You Should Read this BookThis book will give you a firm foundation in Boyd's strategy, starting with its military roots, but it is not a how-to manual. There could never be such a manual for strategy since all sides could use it and so would derive no strategic benefit. Anything you can write a how-to manual for is tactics or even technique. Strategy begins where these leave off.You should read this book if you ve found other books on business strategy lacking something. You should read it if you appreciate that Sun Tzu seems to be revealing fundamental truths, but it's not clear what they have to do with business. You should read it if you intend to run your own show without the decision making by committee, shunning of responsibility, and breakdown of ethics and trust that you see around you every day.

    For in its pages, a master explicator of our civilization and its discontents turns his attention to the insatiable quest for status, a quest that has less to do with material comfort than with love. To demonstrate his thesis, de Botton ranges through Western history and thought from St. Augustine to Andrew Carnegie and Machiavelli to Anthony Robbins.Whether it’s assessing the class-consciousness of Christianity or the convulsions of consumer capitalism, dueling or home-furnishing, Status Anxiety is infallibly entertaining. And when it examines the virtues of informed misanthropy, art appreciation, or walking a lobster on a leash, it is not only wise but helpful.

    As such, it should not be confused with the many abridgements that omit key sections.The book presents lucid descriptions of human mental activity, with detailed considerations of the stream of thought, consciousness, time perception, memory, imagination, emotions, reason, abnormal phenomena, and similar topics. In its course it takes into account the work of Berkeley, Binet, Bradley, Darwin, Descartes, Fechner, Galton, Green, Helmholtz, Herbart, Hume, Janet, Kant, Lange, Lotze, Locke, Mill, Royce, Schopenhauer, Spinoza, Wundt, and scores of others. It examines contrasting interpretations of mental phenomena, treating introspective analysis, philosophical interpretations, and experimental research.It remains unsurpassed today as a brilliantly written survey of William James’ timeless view of psychology.

    With a new foreword by his daughter Mary Katherine Bateson, this classic anthology of his major work will continue to delight and inform generations of readers. "This collection amounts to a retrospective exhibition of a working life. . . . Bateson has come to this position during a career that carried him not only into anthropology, for which he was first trained, but into psychiatry, genetics, and communication theory. . . . He . . . examines the nature of the mind, seeing it not as a nebulous something, somehow lodged somewhere in the body of each man, but as a network of interactions relating the individual with his society and his species and with the universe at large."—D. W. Harding, New York Review of Books "[Bateson's] view of the world, of science, of culture, and of man is vast and challenging. His efforts at synthesis are tantalizingly and cryptically suggestive. . . .This is a book we should all read and ponder."—Roger Keesing, American Anthropologist

    We put out fires. We deal with emergencies. We stay downstream, handling one problem after another, but we never make our way upstream to fix the systems that caused the problems ... [This book] probes the psychological forces that push us downstream--including 'problem blindness,' which can leave us oblivious to serious problems in our midst. And Heath introduces us to the thinkers who have overcome these obstacles and scored ... victories by switching to an upstream mindset.

    Mountains of print have been written about culture. Loonshots identifies the small shifts in structure that control this transition, the same way that temperature controls the change from water to ice.Using examples that range from the spread of fires in forests to the hunt for terrorists online, and stories of thieves and geniuses and kings, Bahcall shows how this new kind of science helps us understand the behavior of companies and the fate of empires. Loonshots distills these insights into lessons for creatives, entrepreneurs, and visionaries everywhere.

    Because the techniques can be applied instantly to any person in just about any situation, Dr. Lieberman has demonstrated their ease and accuracy on hundreds of television and radio programs. In a special report for FOX News, host Jeff Rosin declared, "It's simply amazing! I was with him and he was never wrong . . . not even once. I even learned how to do it and that's saying something." In fact, Dr. Lieberman has gone "head-to-head" on live television, with skilled polygraph examiners and scored just as well-every time. You Can Read Anyone shows step-by-step exactly how to tell what someone is thinking and feeling in real-life situations. And when the stakes are high-negotiations, interrogations, questions of abuse, theft, or fraud-- knowing who is out for you, and who is out to get you (or a loved one) can save you time, money, energy, and heartache. The New York Times put it best. In a feature article they simply said, "Don't lie to David Lieberman". And now you too, can learn the most important psychological tools governing human behavior and do more than just put the odds in your favor. Set up the game so that you can't lose. A peak inside: The Ultimate Bluff Buster - How would you like to know if the guy sitting across the poker table from you really has a full house or just a pair of deuces? Or if your top executive is serious about quitting if he doesn't get a raise? Find out if your opponent is feeling good about his chances or just putting up a good front dead giveaway a poker player is bluffing /sure fire sign good hand, even pros give themselves away Is This Person Hiding Anything? - Don't get the wool pulled over your eyes! The next time you have a "sneaking" suspicion, that someone may be "up" to something, casually find out if anyone- kids, coworker, spouse, or friend--is keeping something from you Is He Interested or Are You Wasting Your Time? - If you want to find out if your date likes you or not; if your co-worker is really interested in helping you with your project; or if your prospect is interested in your product, learn how to know, every time. Whose Side is She Really On? - Is she out for you, or to get you? If you think that someone may be sabotaging your efforts, when she appears to be cooperating, find out whose side anyone is on, and fast. Emotional Profile - Learn the signs of emotional instability and potential for violence. From a blind date to the baby-sitter to a coworker, know what to look for, and what questions to ask, in order to protect you and your loved ones.

    This entertaining guide builds on scores of case studies taken from business, sports, the movies, politics, and gambling. It outlines the basics of good strategy making and then shows how you can apply them in any area of your life.

    Daniel J. Siegel presents a groundbreaking new way of thinking about the emergence of the human mind, and the process by which each of us becomes a feeling, thinking, remembering individual. Illuminating how and why neurobiology matters, this book is essential reading for clinicians, educators, researchers, and students interested in human experience and development across the life span.

    Mitnick claims that this socialengineering tactic was the single-most effective method in hisarsenal. This indispensable book examines a variety of maneuversthat are aimed at deceiving unsuspecting victims, while it alsoaddresses ways to prevent social engineering threats.Examines social engineering, the science of influencing atarget to perform a desired task or divulge informationArms you with invaluable information about the many methods oftrickery that hackers use in order to gather information with theintent of executing identity theft, fraud, or gaining computersystem accessReveals vital steps for preventing social engineeringthreatsSocial Engineering: The Art of Human Hacking does itspart to prepare you against nefarious hackers--now you can doyour part by putting to good use the critical information withinits pages.

    This innovation advantage will translate into a premium in your company’s stock price—an innovation premium—which is possible only by building the code for innovation right into your organization’s people, processes, and guiding philosophies.Practical and provocative, The Innovator’s DNA is an essential resource for individuals and teams who want to strengthen their innovative prowess.

    Written in six parts between 2009 and 2013 by Venkatesh Rao on ribbonfarm.com, and "Slashdotted" twice, this widely acclaimed series examines organizational dynamics through the lens of the NBC show, The Office and offers a comprehensive tragic philosophy of work for the modern world.