Headlee is a talented, honest storyteller, and her advice has helped me become a better spouse, friend, and mother.”  (Jessica Lahey, author of New York Times bestseller The Gift of Failure)Today most of us communicate from behind electronic screens, and studies show that Americans feel less connected and more divided than ever before. The blame for some of this disconnect can be attributed to our political landscape, but the erosion of our conversational skills as a society lies with us as individuals.And the only way forward, says Headlee, is to start talking to each other. In We Need to Talk, she outlines the strategies that have made her a better conversationalist—and offers simple tools that can improve anyone’s communication. For example: BE THERE OR GO ELSEWHERE. Human beings are incapable of multitasking, and this is especially true of tasks that involve language. Think you can type up a few emails while on a business call, or hold a conversation with your child while texting your spouse? Think again.CHECK YOUR BIAS. The belief that your intelligence protects you from erroneous assumptions can end up making you more vulnerable to them. We all have blind spots that affect the way we view others. Check your bias before you judge someone else.HIDE YOUR PHONE. Don’t just put down your phone, put it away. New research suggests that the mere presence of a cell phone can negatively impact the quality of a conversation.Whether you’re struggling to communicate with your kid’s teacher at school, an employee at work, or the people you love the most—Headlee offers smart strategies that can help us all have conversations that matter.

    Friedman shows that we have entered an age of dizzying acceleration--and explains how to live in it. Due to an exponential increase in computing power, climbers atop Mount Everest enjoy excellent cell-phone service and self-driving cars are taking to the roads. A parallel explosion of economic interdependency has created new riches as well as spiraling debt burdens. Meanwhile, Mother Nature is also seeing dramatic changes as carbon levels rise and species go extinct, with compounding results.How do these changes interact, and how can we cope with them? To get a better purchase on the present, Friedman returns to his Minnesota childhood and sketches a world where politics worked and joining the middle class was an achievable goal. Today, by contrast, it is easier than ever to be a maker (try 3-D printing) or a breaker (the Islamic State excels at using Twitter), but harder than ever to be a leader or merely "average." Friedman concludes that nations and individuals must learn to be fast (innovative and quick to adapt), fair (prepared to help the casualties of change), and slow (adept at shutting out the noise and accessing their deepest values). With vision, authority, and wit, Thank You for Being Late establishes a blueprint for how to think about our times.

    Surprisingly, many of these ideas remain unknown to most of us.     In Mindware, the world-renowned psychologist Richard Nisbett presents these ideas in clear and accessible detail, offering a tool kit for better thinking and wiser decisions. He has made a distinguished career of studying and teaching such powerful problem-solving concepts as the law of large numbers, statistical regression, cost-benefit analysis, sunk costs and opportunity costs, and causation and correlation, probing how best to teach others to use them effectively in their daily lives.      In this groundbreaking book, he shows that a course in a given field--statistics or economics, for example--often doesn't work as well as a few minutes of more practical instruction in analyzing everyday situations. Mindware shows how to reframe common problems in such a way that these powerful scientific and statistical concepts can be applied to them. The result is an enlightening and practical guide to the most powerful tools of reasoning ever developed--tools that can easily be used to make better professional, business and personal decisions.

    Instead, today's schools promote the false "gods" of economic utility, consumerism, or ethnic separatism and resentment. What alternative strategies can we use to instill our children with a sense of global citizenship, healthy intellectual skepticism, respect of America's traditions, and appreciation of its diversity? In answering this question, The End of Education restores meaning and common sense to the arena in which they are most urgently needed."Informal and clear...Postman's ideas about education are appealingly fresh."--New York Times Book Review

    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.

    In constant demand as a coach, speaker, and consultant to companies around the world, David Rock has proven that the secret to leading people (and living and working with them) is found in the space between their ears. "If people are being paid to think," he writes, "isn't it time the business world found out what the thing doing the work, the brain, is all about?" Supported by the latest groundbreaking research, Quiet Leadership provides a brain-based approach that will help busy leaders, executives, and managers improve their own and their colleagues' performance. Rock offers a practical, six-step guide to making permanent workplace performance change by unleashing higher productivity, new levels of morale, and greater job satisfaction.

    Cheng is a mathematician, so she knows how to make an airtight argument. But even for her, logic sometimes falls prey to emotion, which is why she still fears flying and eats more cookies than she should. If a mathematician can't be logical, what are we to do? In this book, Cheng reveals the inner workings and limitations of logic, and explains why alogic--for example, emotion--is vital to how we think and communicate. Cheng shows us how to use logic and alogic together to navigate a world awash in bigotry, mansplaining, and manipulative memes. Insightful, useful, and funny, this essential book is for anyone who wants to think more clearly.

    Now, in On Grand Strategy, Gaddis reflects on what he has learned. In chapters extending from the ancient world through World War II, Gaddis assesses grand strategic theory and practice in Herodotus, Thucydides, Sun Tzu, Octavian/Augustus, St. Augustine, Machiavelli, Elizabeth I, Philip II, the American Founding Fathers, Clausewitz, Tolstoy, Lincoln, Wilson, Franklin D. Roosevelt, and Isaiah Berlin. On Grand Strategy applies the sharp insights and wit readers have come to expect from Gaddis to times, places, and people he's never written about before. For anyone interested in the art of leadership, On Grand Strategy is, in every way, a master class.

    But it's not cool to talk like a geek. Even a Geek Can Speak shows anyone how to express complex ideas in ways that are simple, that connect with listeners, and that persuade. Focusing Your Message: One internet security executive won over non-technical business owners by focusing on the importance of internet security to the business world. Result: Listeners said - I'm buying that stock.Keeping it Simple: A software consultant steered clear of the technical details when pitching to a CEO and focused on three key points: saving money, security and competitiveness. Result: He won the business.Telling Stories: A telecommunications saleswoman spoke to a users' group and illustrated her points with stories, rather than dwelling too much in detail. Result: A jump in new orders.Not Looking Like a Geek: An internet executive learned to connect with his audience merely by energizing his voice. Result: He received praise unlike any he'd received before.

    We’re told that learning is all self-discipline, that we must confine ourselves to designated study areas, turn off the music, and maintain a strict ritual if we want to ace that test, memorize that presentation, or nail that piano recital.   But what if almost everything we were told about learning is wrong? And what if there was a way to achieve more with less effort?   In How We Learn, award-winning science reporter Benedict Carey sifts through decades of education research and landmark studies to uncover the truth about how our brains absorb and retain information. What he discovers is that, from the moment we are born, we are all learning quickly, efficiently, and automatically; but in our zeal to systematize the process we have ignored valuable, naturally enjoyable learning tools like forgetting, sleeping, and daydreaming. Is a dedicated desk in a quiet room really the best way to study? Can altering your routine improve your recall? Are there times when distraction is good? Is repetition necessary? Carey’s search for answers to these questions yields a wealth of strategies that make learning more a part of our everyday lives—and less of a chore.   By road testing many of the counterintuitive techniques described in this book, Carey shows how we can flex the neural muscles that make deep learning possible. Along the way he reveals why teachers should give final exams on the first day of class, why it’s wise to interleave subjects and concepts when learning any new skill, and when it’s smarter to stay up late prepping for that presentation than to rise early for one last cram session. And if this requires some suspension of disbelief, that’s because the research defies what we’ve been told, throughout our lives, about how best to learn.   The brain is not like a muscle, at least not in any straightforward sense. It is something else altogether, sensitive to mood, to timing, to circadian rhythms, as well as to location and environment. It doesn’t take orders well, to put it mildly. If the brain is a learning machine, then it is an eccentric one. In How We Learn, Benedict Carey shows us how to exploit its quirks to our advantage.  Praise for How We Learn“This book is a revelation. I feel as if I’ve owned a brain for fifty-four years and only now discovered the operating manual.”—Mary Roach, bestselling author of Stiff and Gulp“A welcome rejoinder to the faddish notion that learning is all about the hours put in.” —The New York Times Book Review   “A valuable, entertaining tool for educators, students and parents.” —Shelf Awareness   “How We Learn is more than a new approach to learning; it is a guide to making the most out of life. Who wouldn’t be interested in that?” —Scientific American   “I know of no other source that pulls together so much of what we know about the science of memory and couples it with practical, practicable advice.”—Daniel T. Willingham, professor of psychology at the University of Virginia

    

    Meetings are a crucial part of all our lives, but too often they go nowhere and waste valuable time. In Six Thinking Hats, Edward de Bono shows how meetings can be transformed to produce quick, decisive results every time. The Six Hats method is a devastatingly simple technique based on the brain's different modes of thinking. The intelligence, experience and information of everyone is harnessed to reach the right conclusions quickly. These principles fundamentally change the way you work and interact. They have been adopted by businesses and governments around the world to end conflict and confusion in favour of harmony and productivity. 'An inspiring man with brilliant ideas. De Bono never ceases to amaze with his clarity of thought' Richard Branson.Edward de Bono invented the concept of lateral thinking. A world-renowned writer and philosopher, he is the leading authority in the field of creative thinking and the direct teaching of thinking as a skill. Dr de Bono has written more than 60 books, in 40 languages, with people now teaching his methods worldwide. He has chaired a special summit of Nobel Prize laureates, and been hailed as one of the 250 people who have contributed most to mankind

    The answers aren't easy -- just incredibly successful.

     Today, encyclopedias, jetliners, operating systems, mutual funds, and many other items are being created by teams numbering in the thousands or even millions. While some leaders fear the heaving growth of these massive online communities, Wikinomics proves this fear is folly. Smart firms can harness collective capability and genius to spur innovation, growth, and success. A brilliant guide to one of the most profound changes of our time, Wikinomics challenges our most deeply-rooted assumptions about business and will prove indispensable to anyone who wants to understand competitiveness in the twenty-first century. Based on a $9 million research project led by bestselling author Don Tapscott, Wikinomics shows how masses of people can participate in the economy like never before. They are creating TV news stories, sequencing the human genome, remixing their favorite music, designing software, finding a cure for disease, editing school texts, inventing new cosmetics, or even building motorcycles. You'll read about: • Rob McEwen, the Goldcorp, Inc. CEO who used open source tactics and an online competition to save his company and breathe new life into an old-fashioned industry. • Flickr, Second Life, YouTube, and other thriving online communities that transcend social networking to pioneer a new form of collaborative production. • Mature companies like Procter & Gamble that cultivate nimble, trust-based relationships with external collaborators to form vibrant business ecosystems. An important look into the future, Wikinomics will be your road map for doing business in the twenty-first century.

    We have Mindstorms to thank for that. In this book, pioneering computer scientist Seymour Papert uses the invention of LOGO, the first child-friendly programming language, to make the case for the value of teaching children with computers. Papert argues that children are more than capable of mastering computers, and that teaching computational processes like de-bugging in the classroom can change the way we learn everything else. He also shows that schools saturated with technology can actually improve socialization and interaction among students and between students and teachers.