Sleek, legible mobility platforms are connecting people to cars, trains, buses, and bikes as never before, opening up a range of new transportation options while improving existing ones. While many large city governments, such as Chicago, New York, and Washington, D.C., have begun to embrace creative forms and processes of government, most still operate under the weight of an unwieldy, risk-averse bureaucracy.With the advent of self-driving vehicles and other technological shifts upon us, Gabe Klein asks how we can close the gap between the energized, aggressive world of start-ups and the complex bureaucracies struggling to change beyond a geologic time scale. From his experience as a food-truck entrepreneur to a ZipCar executive and a city transportation commissioner, Klein’s career has focused on bridging the public-private divide, finding and celebrating shared goals, and forging better cities with more nimble, consumer-oriented bureaucracies.In Start-Up City, Klein, with David Vega-Barachowitz, demonstrates how to affect big, directional change in cities—and how to do it fast. Klein's objective is to inspire what he calls “public entrepreneurship,” a start-up-pace energy within the public sector, brought about by leveraging the immense resources at its disposal.  Klein offers guidance for cutting through the morass, and a roadmap for getting real, meaningful projects done quickly and having fun while doing it.This book is for anyone who wants to change the way we live in cities without waiting for the glacial pace of change in government.

    Richard Shell has taught thousands of business leaders, administrators, and other professionals how to survive and thrive in the sometimes rough-and-tumble world of negotiation. His systematic, step-by-step approach comes to life in this book, which is available in over ten foreign editions and combines lively storytelling, proven tactics, and reliable insights gleaned from the latest negotiation research.This updated edition includes:A brand-new "Negotiation I.Q." test designed by Shell and used by executives at the Wharton workshop that reveals each reader's unique strengths and weaknesses as a negotiatorA concise manual on how to avoid the perils and pitfalls of online negotiations involving e-mail and instant messagingA detailed look at how gender and cultural differences can derail negotiations, and advice for putting talks back on track

    It may seem a big claim, but knowing how to think clearly and critically has literally helped save the world. In September 1983, at the height of the Cold War, the Soviet Union's early warning system showed five US missiles heading towards the country. Stanislaw Petrov knew his duty: he was to inform Moscow that nuclear war had begun, so that they could launch an immediate and devastating response. Instead, he made a call to say the system was faulty. He'd assessed the situation and reasoned that an error was more likely than such a limited attack.  We may not have to save the planet from nuclear annihilation, of course, but our ability to think critically has never been more important. In a world where fake news, mistrust of experts, prejudice and ignorance all too often hold sway, we can all too easily be misled over issues such as vaccinations, climate change or conspiracy theories. We live in an era where access to all the knowledge in the world is at our fingertips, yet that also means misinformation and falsehoods can spread further and faster than ever before.  In The Irrational Ape, David Robert Grimes shows how we can be lured into making critical mistakes or drawing false conclusions, and how to avoid such errors. Given the power of modern science and the way that movements can unite to protest a cause via social media, we are in dangerous times. But fortunately, we can learn from our mistakes, and by critical thinking and scientific method we can discover how to apply these techniques to everything from deciding what insurance to buy to averting global disaster. This book, packed with fascinating case studies and examples, helps ensure we are ready for the modern world.

    It features maps of each city and region, with call outs for characters, quest locations and dungeons. It also includes quest data - contacts, quest type, item rewards and more.

    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.

    Prahalad describes how the world's low-income markets offer opportunity for the world's wealthiest companies to seek fortune and bring prosperity to the poor.

    This "old power" was out of reach for the vast majority of people. But our ubiquitous connectivity makes possible a different kind of power. "New power" is made by many. It is open, participatory, and peer-driven. It works like a current, not a currency--and it is most forceful when it surges. The battle between old and new power is determining who governs us, how we work, and even how we think and feel. New Power shines fresh light on the cultural phenomena of our day, from #BlackLivesMatter to the Ice Bucket Challenge to Airbnb, uncovering the new power forces that made them huge. Drawing on examples from business, activism, and pop culture, as well as the study of organizations like Lego, NASA, Reddit, and TED, Heimans and Timms explain how to build new power and channel it successfully. They also explore the dark side of these forces: the way ISIS has co-opted new power to monstrous ends, and the rise of the alt-right's "intensity machine."In an era increasingly shaped by new power, this groundbreaking book offers us a new way to understand the world--and our role in it.

    We don't do a chemical analysis on food we eat.Trust and cooperation are the first problems we had to solve before we could become a social species. In the 21st century, they have become the most important problems we need to solve — again. Our global society has become so large and complex that our traditional trust mechanisms no longer work.Bruce Schneier, world-renowned for his level-headed thinking on security and technology, tackles this complex subject head-on. Society can't function without trust, and yet must function even when people are untrustworthy.Liars and Outliers reaches across academic disciplines to develop an understanding of trust, cooperation, and social stability. From the subtle social cues we use to recognize trustworthy people to the laws that punish the noncompliant, from the way our brains reward our honesty to the bank vaults that keep out the dishonest, keeping people cooperative is a delicate balance of rewards and punishments. It's a series of evolutionary tricks, social pressures, legal mechanisms, and physical barriers.In the absence of personal relationships, we have no choice but to substitute security for trust, compliance for trustworthiness. This progression has enabled society to scale to unprecedented complexity, but has also permitted massive global failures.At the same time, too much cooperation is bad. Without some level of rule-breaking, innovation and social progress become impossible. Society stagnates.Today's problems require new thinking, and Liars and Outliers provides that. It is essential that we learn to think clearly about trust. Our future depends on it.

    Ever since I'd been released from prison, I'd often felt that if I directed this knowledge into the right channels, I could help people a great deal. Every time I went to the store and wrote a check, I would see two or three mistakes made on the part of the clerk or cashier, mistakes that a flimflam artist would take advantage of. . . . In a certain sense, I'm still a con artist. I'm just putting down a positive con these days, as opposed to the negative con I used in the past. I've merely redirected the talents I've always possessed. I've applied the same relentless attention to working on stopping fraud that I once applied to perpetuating fraud."In Catch Me if You Can, Frank W. Abagnale recounted his youthful career as a master imposter and forger. In The Art of the Steal, Abagnale tells the remarkable story of how he parlayed his knowledge of cons and scams into a successful career as a consultant on preventing financial foul play--while showing you how to identify and outsmart perpetrators of fraud.Technology may have made it easier to track down criminals, but cyberspace has spawned a skyrocketing number of ways to commit crime--much of it untraceable. Businesses are estimated to lose an unprecedented $400 billion a year from fraud of one sort or another. If we were able to do away with fraud for just two years, we'd erase the national debt and pay Social Security for the next one hundred years. However, Abagnale has discovered that punishment for committing fraud, much less recovery of stolen funds, seldom happens: Once you're a victim, you won't get your money back. Prevention is the best form of protection. Drawn from his twenty-five years of experience as an ingenious con artist (whose check scams alone mounted to more than $2 million in stolen funds), Abagnale's The Art of the Steal provides eye-opening stories of true scams, with tips on how they can be prevented. Abagnale takes you deep inside the world and mind of the con artist, showing you just how he pulled off his scams and what you can do to avoid becoming the next victim. You'll hear the stories of notorious swindles, like the mustard squirter trick and the "rock in the box" ploy, and meet the criminals like the famous Vickers Gang who perpetrated them. You'll find out why crooks wash checks and iron credit cards and why a thief brings glue with him to the ATM. And finally, you'll learn how to recognize a bogus check or a counterfeit bill, and why you shouldn't write your grocery list on a deposit slip.A revealing look inside the predatory criminal mind from a former master of the con, The Art of the Steal is the ultimate defense against even the craftiest crook.From the Hardcover edition.

    He has also been friends with some of the most successful people in business history, including Warren Buffett, Bill Gates, Jack Welch, Rupert Murdoch, and Peter Drucker. Now this elder statesman reveals how great enterprises get into trouble. Even the smartest executives can fall into the trap of believing in their own infallibility. When that happens, more bad decisions are sure to follow. This light-hearted “how-not-to” book includes anecdotes from Keough’s long career as well as other infamous failures. His commandments for failure include: Quit Taking Risks; Be Inflexible; Assume Infallibility; Put All Your Faith in Experts; Send Mixed Messages; and Be Afraid of the Future. As he writes, “After a lifetime in business I’ve never been able to develop a step-by-step formula that will guarantee success. What I could do, however, was talk about how to lose. I guarantee that anyone who follows my formula will be a highly successful loser.”

    But he will give you a sizeable piece of his mind on Election 2000. This plain-talking, name-naming, podium-pounding populist zeros in on everything that ails us, from the global economy and media to big business and election winners everywhere. In his hard hitting commentary and hilarious anecdotes, Hightower spares no one, including the scared cows -- and especially the politicians -- who helped steer us into this mess in the first place. An equal opportunity muckrucker and a conscientious agitator for "We the People", Hightower inspires us to take charge again, build a new politics for a better tommorow -- and have a lot of laughs along the way

    And having more than one person to help decide is good because the group benefits from the collective knowledge of all of its members, and this results in better decisions. Right?Back to reality. We’ve all been involved in group decisions—and they’re hard. And they often turn out badly. Why? Many blame bad decisions on “groupthink” without a clear idea of what that term really means.Now, Nudge coauthor Cass Sunstein and leading decision-making scholar Reid Hastie shed light on the specifics of why and how group decisions go wrong—and offer tactics and lessons to help leaders avoid the pitfalls and reach better outcomes. In the first part of the book, they explain in clear and fascinating detail the distinct problems groups run into:• They often amplify, rather than correct, individual errors in judgment• They fall victim to cascade effects, as members follow what others say or do• They become polarized, adopting more extreme positions than the ones they began with• They emphasize what everybody knows instead of focusing on critical information that only a few people knowIn the second part of the book, the authors turn to straightforward methods and advice for making groups smarter. These approaches include silencing the leader so that the views of other group members can surface, rethinking rewards and incentives to encourage people to reveal their own knowledge, thoughtfully assigning roles that are aligned with people’s unique strengths, and more.With examples from a broad range of organizations—from Google to the CIA—and written in an engaging and witty style, Wiser will not only enlighten you; it will help your team and your organization make better decisions—decisions that lead to greater success.

    It's more persuasive than marketing, advertising, or any other form of communication. And it all starts with seven universal triggers: lust, mystique, alarm, prestige, power, vice, and trust.Fascination plays a role in every type of decision making, from the brands you choose to the songs you remember, from the person you marry to the employees you hire. And by activating the right triggers, you can make anything become fascinating.To explore and explain fascination's irresistible influence, Sally Hogshead looks beyond marketing, delving into behavioral and social studies, historical precedents, neurobiology and evolutionary anthropology, as well as conducting in-depth interviews and a national study of a thousand consumers, to emerge with deeply rooted patterns for why, and how, we become captivated.Hogshead reveals why the Salem witch trials began with the same fixations as those in "Sex and the City." How Olympic athletes are subject to obsessions similar to those of fetishists. How a 1636 frenzy over Dutch tulip bulbs perfectly mirrors the 2006 real estate bubble. And why a billion-dollar "Just Say No" program actually increased drug use among teens, by activating the same "forbidden fruit" syndrome as a Victoria's Secret catalog.Whether you realize it or not, you're already using the seven triggers. The question is, are you using the right triggers, in the right way, to get your desired result? This book will show you.

    Jack Welch and the 4 E's of Leadership delivers a thought-provoking and in-depth analysis of this signature model. Pragmatic and handson, it explains how the model helped Welch to consistently spot 4e leaders--individuals with energy, the ability to inspire others, and the talent to consistently make the difficult decisions and meet financial goals.Jack Welch and the 4 E's of Leadership reveals how the 4e model helped GE's best and brightest eliminate bureaucracy, hire and promote energetic people, find new ways to increase the organization's customer-centricity, and more. Beyond the nuts and bolts of the 4e model, however, it outlines a step-by-step blueprint anyone can follow to stock an organization with performance-ready leaders and leaders-in-training.Examples include:How to recognize and encourage each of the 4e's--Energy, Energizers, Edge, and ExecuteLeadership theories of Drucker, Senge, and others, and how they support and validate Welch's 4e modelSeven rules for successfully driving change, and leveraging it to gain long-term competitive advantageLeadership lessons of the 4e all-star executive teamValuable implementation insights on virtually every page, along with a 4e leader to-do listJack Welch is universally recognized as the greatest CEO of his era. In Jack Welch and the 4 E's of Leadership, bestselling author Jeffrey A. Krames examines Welch's seminal 4e leadership model and provides a penetrating and uncompromising look at how to recognize and develop authentic leaders.

    Editorial pages applaud them for getting tough on crime. Constitutional lawyers raise the issue of cruel and unusual punishment. Legal philosophers ponder questions of justness. An economist, on the other hand, observes that making the punishment for armed robbery the same as that for murder encourages muggers to kill their victims. This is the cut-to-the-chase quality that makes economics not only applicable to the interpretation of law, but beneficial to its crafting.Drawing on numerous commonsense examples, in addition to his extensive knowledge of Chicago-school economics, David D. Friedman offers a spirited defense of the economic view of law. He clarifies the relationship between law and economics in clear prose that is friendly to students, lawyers, and lay readers without sacrificing the intellectual heft of the ideas presented. Friedman is the ideal spokesman for an approach to law that is controversial not because it overturns the conclusions of traditional legal scholars--it can be used to advocate a surprising variety of political positions, including both sides of such contentious issues as capital punishment--but rather because it alters the very nature of their arguments. For example, rather than viewing landlord-tenant law as a matter of favoring landlords over tenants or tenants over landlords, an economic analysis makes clear that a bad law injures both groups in the long run. And unlike traditional legal doctrines, economics offers a unified approach, one that applies the same fundamental ideas to understand and evaluate legal rules in contract, property, crime, tort, and every other category of law, whether in modern day America or other times and places--and systems of non-legal rules, such as social norms, as well.This book will undoubtedly raise the discourse on the increasingly important topic of the economics of law, giving both supporters and critics of the economic perspective a place to organize their ideas.