It's about states, armies and corporations. It's about orders from on high. Even history "from below" is often about trade unions and workers' parties. But what if that's simply because hierarchical institutions create the archives that historians rely on? What if we are missing the informal, less well documented social networks that are the true sources of power and drivers of change?The 21st century has been hailed as the Age of Networks. However, in The Square and the Tower, Niall Ferguson argues that networks have always been with us, from the structure of the brain to the food chain, from the family tree to freemasonry. Throughout history, hierarchies housed in high towers have claimed to rule, but often real power has resided in the networks in the town square below. For it is networks that tend to innovate. And it is through networks that revolutionary ideas can contagiously spread. Just because conspiracy theorists like to fantasize about such networks doesn't mean they are not real.From the cults of ancient Rome to the dynasties of the Renaissance, from the founding fathers to Facebook, The Square and the Tower tells the story of the rise, fall and rise of networks, and shows how network theory--concepts such as clustering, degrees of separation, weak ties, contagions and phase transitions--can transform our understanding of both the past and the present.Just as The Ascent of Money put Wall Street into historical perspective, so The Square and the Tower does the same for Silicon Valley. And it offers a bold prediction about which hierarchies will withstand this latest wave of network disruption--and which will be toppled.

    Along the way, he reveals how pairs begin to talk, think, and even look like each other; how the most successful ones thrive on conflict; and why some pairs flame out while others endure. When it comes to shaping the culture, Shenk argues, two is the magic number, not just because of the dyads behind everything from South Park to the American Civil Rights movement to Starry Night, but because of the nature of creative thinking. Even when we're alone, we are in a sense "collaborating" with a voice inside our head. At once intuitive and surprising, Powers of Two will change the way we think about innovation.http://www.shenk.net/

    The new nanny gives a mother an uneasy feeling. A stranger in a deserted parking lot offers unsolicited help. The threat of violence surrounds us every day. But we can protect ourselves, by learning to trust—and act on—our gut instincts.In this empowering book, Gavin de Becker, the man Oprah Winfrey calls the nation's leading expert on violent behavior, shows you how to spot even subtle signs of danger—before it's too late. Shattering the myth that most violent acts are unpredictable, de Becker, whose clients include top Hollywood stars and government agencies, offers specific ways to protect yourself and those you love, including how to act when approached by a stranger, when you should fear someone close to you, what to do if you are being stalked, how to uncover the source of anonymous threats or phone calls, the biggest mistake you can make with a threatening person, and more. Learn to spot the danger signals others miss. It might just save your life.

    But as risk expert Gerd Gigerenzer shows, the surprising truth is that in the real world, we often get better results by using simple rules and considering less information. In Risk Savvy, Gigerenzer reveals that most of us, including doctors, lawyers, financial advisers, and elected officials, misunderstand statistics much more often than we think, leaving us not only misinformed, but vulnerable to exploitation. Yet there is hope. Anyone can learn to make better decisions for their health, finances, family, and business without needing to consult an expert or a super computer, and Gigerenzer shows us how.Risk Savvy is an insightful and easy-to-understand remedy to our collective information overload and an essential guide to making smart, confident decisions in the face of uncertainty.

    Noam Chomsky is universally accepted as one of the preeminent public intellectuals of the modern era. Over the past thirty years, broadly diverse audiences have gathered to attend his sold-out lectures. Now, in Understanding Power, Peter Mitchell and John Schoeffel have assembled the best of Chomsky's recent talks on the past, present, and future of the politics of power. In a series of enlightening and wide-ranging discussions, all published here for the first time, Chomsky radically reinterprets the events of the past three decades, covering topics from foreign policy during Vietnam to the decline of welfare under the Clinton administration. And as he elucidates the connection between America's imperialistic foreign policy and the decline of domestic social services, Chomsky also discerns the necessary steps to take toward social change. With an eye to political activism and the media's role in popular struggle, as well as U.S. foreign and domestic policy, Understanding Power offers a sweeping critique of the world around us and is definitive Chomsky. Characterized by Chomsky's accessible and informative style, this is the ideal book for those new to his work as well as for those who have been listening for years.

    Since then, Fisher has conducted pioneering brain research on lust, romantic love, and attachment; gathered data on more than 80,000 people to explain why you love who you love; and collected information on more than 30,000 men and women on sexting, hooking up, friends with benefits, and other current trends in courtship and marriage. And she presents a new, scientifically based and optimistic perspective on relationships in our digital age—what she calls “slow love.”This is a cutting-edge tour de force that traces human family life from its origins in Africa over 20 million years ago to the Internet dating sites and bedrooms of today. And it’s got it all: the copulatory gaze and other natural courting ploys; the who, when, where, and why of adultery; love addictions; her discovery of four broad chemically based personality styles and what each seeks in romance; the newest data on worldwide (biologically based) patterns of divorce; how and why men and women think differently; the real story of women, men, and power; the rise—and fall—of the sexual double standard; and what brain science tells us about how to make and keep a happy partnership.

    Infinite games are more mysterious -- and ultimately more rewarding. They are unscripted and unpredictable; they are the source of true freedom.In this elegant and compelling work, James Carse explores what these games mean, and what they can mean to you. He offers stunning new insights into the nature of property and power, of culture and community, of sexuality and self-discovery, opening the door to a world of infinite delight and possibility."An extraordinary little book . . . a wise and intimate companion, an elegant reminder of the real."-- Brain/Mind Bulletin

    It explains how to harness our unique perspectives, pool our collective intelligence and tackle the greatest challenges of our age - from climate change to terrorism. It draws on a dazzling range of case studies, including the catastrophic failings of the CIA before 9/11, a fatal communication breakdown on top of Mount Everest and a moving tale of de-radicalisation in America's Deep South. Rebel Ideas will strengthen any team or organisation, but has dozens of personal applications, too: from the art of personal reinvention to the remarkable benefits of personalised nutrition. It shows us how to become more creative, how to collaborate in a world becoming more interconnected, and how to break free of the echo chambers that surround us all.

    We like to think that we are in control of the future of "artificial" intelligence. The reality, though, is that we -- the everyday people whose data powers AI -- aren't actually in control of anything. When, for example, we speak with Alexa, we contribute that data to a system we can't see and have no input into -- one largely free from regulation or oversight. The big nine corporations -- Amazon, Google, Facebook, Tencent, Baidu, Alibaba, Microsoft, IBM and Apple--are the new gods of AI and are short-changing our futures to reap immediate financial gain. In this book, Amy Webb reveals the pervasive, invisible ways in which the foundations of AI -- the people working on the system, their motivations, the technology itself -- is broken. Within our lifetimes, AI will, by design, begin to behave unpredictably, thinking and acting in ways which defy human logic. The big nine corporations may be inadvertently building and enabling vast arrays of intelligent systems that don't share our motivations, desires, or hopes for the future of humanity. Much more than a passionate, human-centered call-to-arms, this book delivers a strategy for changing course, and provides a path for liberating us from algorithmic decision-makers and powerful corporations.

    How have we achieved so much despite understanding so little? Cognitive scientists Steven Sloman and Philip Fernbach argue that we survive and thrive despite our mental shortcomings because we live in a rich community of knowledge. The key to our intelligence lies in the people and things around us. We're constantly drawing on information and expertise stored outside our heads: in our bodies, our environment, our possessions, and the community with which we interact--and usually we don't even realize we're doing it. The human mind is both brilliant and pathetic. We have mastered fire, created democratic institutions, stood on the moon, and sequenced our genome. And yet each of us is error prone, sometimes irrational, and often ignorant. The fundamentally communal nature of intelligence and knowledge explains why we often assume we know more than we really do, why political opinions and false beliefs are so hard to change, and why individually oriented approaches to education and management frequently fail. But our collaborative minds also enable us to do amazing things. This book contends that true genius can be found in the ways we create intelligence using the world around us.

    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.

    Since 2001, newspaper and music revenues have fallen by 70%, book publishing, film and television profits have also fallen dramatically. Revenues at Google in this same period grew from $400 million to $74.5 billion. Google's YouTube today controls 60% of the streaming audio business and pays only 11% of the streaming audio revenues. More creative content is being consumed than ever before, but less revenue is flowing to creators and owners of the content.With the reallocation of money to monopoly platforms comes a shift in power. Google, Facebook, and Amazon now enjoy political power on par with Big Oil and Big Pharma, which in part explains how such a tremendous shift in revenues from artists to platforms could have been achieved and why it has gone unchallenged for so long.The stakes in this story go far beyond the livelihood of any one musician or journalist. As Taplin observes, the fact that more and more Americans receive their news, music and other forms of entertainment from a small group of companies poses a real threat to democracy. Move Fast and Break Things offers a vital, forward-thinking prescription for how artists can reclaim their audiences using knowledge of the past and a determination to work together. Using his own half-century career as a music and film producer and early pioneer of streaming video online, Taplin offers new ways to think about the design of the World Wide Web and specifically the way we live with the firms that dominate it.Table of contentsIntroduction1. The Great Disruption2. Levon's Story3. Tech's Counterculture Roots4. The Libertarian Counterinsurgency5. Digital Destruction6. Monopoly in the Digital Age7. Google's Regulatory Capture8. The Social Media Revolution9. Pirates of the Internet10. Libertarian and the 1 Percent11. What It Means to Be Human12. The Digital RenaissanceAfterword

    Now Tannen is back with another groundbreaking book, this time widening her lens to examine the way we communicate in public--in the media, in politics, in our courtrooms, and classrooms--once again letting us see in a new way forces that have powerfully shaped our lives.The war on drugs, the battle of the sexes, political turf combat--in the argument culture, war metaphors pervade our talk and influence our thinking. We approach anything we need to accomplish as a fight between two opposing sides. In this fascinating book, Tannen shows how deeply entrenched this cultural tendency is, the forms it takes, and how it affects us every day--sometimes in useful ways, but often causing damage.The Argument Culture is a remarkable book that will change forever the way you perceive--and communicate with--the world.

    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.

    It is believed that we must commit 10,000 hours to master a skill.  According to Lieberman, each of us has spent 10,000 hours learning to make sense of people and groups by the time we are ten.  Social argues that our need to reach out to and connect with others is a primary driver behind our behavior.  We believe that pain and pleasure alone guide our actions.  Yet, new research using fMRI – including a great deal of original research conducted by Lieberman and his UCLA lab -- shows that our brains react to social pain and pleasure in much the same way as they do to physical pain and pleasure.  Fortunately, the brain has evolved sophisticated mechanisms for securing our place in the social world.  We have a unique ability to read other people’s minds, to figure out their hopes, fears, and motivations, allowing us to effectively coordinate our lives with one another.  And our most private sense of who we are is intimately linked to the important people and groups in our lives.  This wiring often leads us to restrain our selfish impulses for the greater good.  These mechanisms lead to behavior that might seem irrational, but is really just the result of our deep social wiring and necessary for our success as a species.   Based on the latest cutting edge research, the findings in Social have important real-world implications.  Our schools and businesses, for example, attempt to minimalize social distractions.  But this is exactly the wrong thing to do to encourage engagement and learning, and literally shuts down the social brain, leaving powerful neuro-cognitive resources untapped.  The insights revealed in this pioneering book suggest ways to improve learning in schools, make the workplace more productive, and improve our overall well-being.