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 might seem that there’s an obvious reason that true beliefs matter: false beliefs will hurt you. But if that’s right, then why is it (apparently) irrelevant to many people whether they believe true things or not? The Misinformation Age, written for a political era riven by “fake news,” “alternative facts,” and disputes over the validity of everything from climate change to the size of inauguration crowds, shows convincingly that what you believe depends on who you know. If social forces explain the persistence of false belief, we must understand how those forces work in order to fight misinformation effectively.

    It determines our status, and dictates how, where, and with whom we spend most of our time. It mediates our self-worth and molds our values. But are we hard-wired to work as hard as we do? Did our Stone Age ancestors also live to work and work to live? And what might a world where work plays a far less important role look like?To answer these questions, James Suzman charts a grand history of "work" from the origins of life on Earth to our ever more automated present, challenging some of our deepest assumptions about who we are. Drawing insights from anthropology, archaeology, evolutionary biology, zoology, physics, and economics, he shows that while we have evolved to find joy meaning and purpose in work, for most of human history our ancestors worked far less and thought very differently about work than we do now. He demonstrates how our contemporary culture of work has its roots in the agricultural revolution ten thousand years ago. Our sense of what it is to be human was transformed by the transition from foraging to food production, and, later, our migration to cities. Since then, our relationships with one another and with our environments, and even our sense of the passage of time, have not been the same.Arguing that we are in the midst of a similarly transformative point in history, Suzman shows how automation might revolutionize our relationship with work and in doing so usher in a more sustainable and equitable future for our world and ourselves.

    Millions of people deal with these same frustrations in today's world of endless distraction.Let's face it: We all live on the edge of being overwhelmed, and old ways of paying attention just don't work anymore. When you get more than three thousand advertising messages and hundreds of emails every day, it's no wonder you feel like you're constantly fighting distraction. What is the secret -- known to a select group of high achievers, including Olympic athletes -- to finding your focus zone? The key is managing adrenaline. Too much and you're overstimulated; too little and you're not stimulated enough. Now you, too, can learn the same methods that high performers use.In "Find Your Focus Zone, " psychologist Lucy Jo Palladino, PhD, gives you eight sets of keys to unlock your best attention so that you can concentrate in every situation -- even when you're under pressure or facing dull tasks that must be done. You'll choose which key solutions and strategies work best for you and use them to create your own personal keychain for daily achievement and success. The skills you learn in "Find Your Focus Zone" will help you toBeat procrastination and face boring jobsOvercome obstacles and finish what you startPrevent yourself from getting overwhelmed and burned outBuild balance and trust in your work and family relationshipsEnhance your self-confidenceUse interruptions to your advantageTune out distractions to increase your efficiency and effectivenessDr. Palladino is the first to explain the science of attention in plain language. As she teaches you cutting-edge concepts and methods to win the fight against distraction and overload, she highlights them with engaging stories, easy exercises, and useful tips.With the individualized program that Dr. Palladino prescribes for your particular needs, you'll learn not only how to find your focus zone, but also how to boost your personal productivity by applying these attention skills, self-encouragement practices, and strengths. And by learning to flex your attentionmuscle, you'll avoid the dangers of distraction and boredom, like missing deadlines, disappointing your family, and feeling scattered and ineffective.A book for anyone who struggles to cut through the noise of everyday life, "Find Your Focus Zone" gives you the tools you need to succeed in today's digital world of distraction. Warm, practical, and user-friendly, with innovative techniques and a powerful message, it's just what the doctor ordered.

    Yet men still predominate in the corporate world. In The Confidence Code, Claire Shipman and Katty Kay argue that the key reason is confidence.Combining cutting-edge research in genetics, gender, behavior, and cognition—with examples from their own lives and those of other successful women in politics, media, and business—Kay and Shipman go beyond admonishing women to "lean in."Instead, they offer the inspiration and practical advice women need to close the gap and achieve the careers they want and deserve.

    Wonderfully applicable to everything in life, and funny as hell.’ Nassim Nicholas TalebTo be brilliant, you have to be irrationalWhy is Red Bull so popular – even though everyone hates the taste? Why do countdown boards on platforms take away the pain of train delays? And why do we prefer stripy toothpaste?We think we are rational creatures. Economics and business rely on the assumption that we make logical decisions based on evidence.But we aren’t, and we don’t.In many crucial areas of our lives, reason plays a vanishingly small part. Instead we are driven by unconscious desires, which is why placebos are so powerful. We are drawn to the beautiful, the extravagant and the absurd – from lavish wedding invitations to tiny bottles of the latest fragrance. So if you want to influence people’s choices you have to bypass reason. The best ideas don’t make rational sense: they make you feel more than they make you think.Rory Sutherland is the Ogilvy advertising legend whose TED Talks have been viewed nearly 7 million times. In his first book he blends cutting-edge behavioural science, jaw-dropping stories and a touch of branding magic, on his mission to turn us all into idea alchemists. The big problems we face every day, whether as an individual or in society, could very well be solved by letting go of logic and embracing the irrational.

    Gladwell showed us how snap decisions often yield better results than careful analysis. Now, Gigerenzer explains why our intuition is such a powerful decision-making tool. Drawing on a decade of research at the Max Plank Institute, Gigerenzer demonstrates that our gut feelings are actually the result of unconscious mental processes—processes that apply rules of thumb that we’ve derived from our environment and prior experiences. The value of these unconscious rules lies precisely in their difference from rational analysis—they take into account only the most useful bits of information rather than attempting to evaluate all possible factors. By examining various decisions we make—how we choose a spouse, a stock, a medical procedure, or the answer to a million-dollar game show question—Gigerenzer shows how gut feelings not only lead to good practical decisions, but also underlie the moral choices that make our society function. In the tradition of Blink and Freakonomics, Gut Feelings is an exploration of the myriad influences and factors (nature and nurture) that affect how the mind works, grounded in cutting-edge research and conveyed through compelling real-life examples.

    Weaving storytelling with masses of new and updated research, Richard Florida traces the fundamental theme that runs through a host of seemingly unrelated changes in American society: the growing role of creativity in our economy. Just as William Whyte's 1956 classic The Organization Man showed how the organizational ethos of that age permeated every aspect of life, Florida describes a society in which the creative ethos is increasingly dominant. Millions of us are beginning to work and live much as creative types like artists and scientists always have-with the result that our values and tastes, our personal relationships, our choices of where to live, and even our sense and use of time are changing. Leading the shift are the nearly 38 million Americans in many diverse fields who create for a living-the Creative Class. The Rise of the Creative Class chronicles the ongoing sea of change in people's choices and attitudes, and shows not only what's happening but also how it stems from a fundamental economic change. The Creative Class now comprises more than thirty percent of the entire workforce. Their choices have already had a huge economic impact. In the future they will determine how the workplace is organized, what companies will prosper or go bankrupt, and even which cities will thrive or wither.

    One of the greatest partnerships in the history of science, Kahneman and Tversky’s extraordinary friendship incited a revolution in Big Data studies, advanced evidence-based medicine, led to a new approach to government regulation, and made much of Michael Lewis’s own work possible. In The Undoing Project, Lewis shows how their Nobel Prize–winning theory of the mind altered our perception of reality.

    This restricted view of happiness works to discourage us from recognizing the upside of any negative life turn and blocks us from recognizing our own growth potential. Our outsized expectations transform natural rites of passage into emotional land mines and steer us to make toxic decisions, as The Myths of Happiness reveals.Because we expect the best (or the worst) from life’s turning points, we shortsightedly place too much weight on our initial emotional responses. The Myths of Happiness empowers readers to look beyond their first response, sharing scientific evidence that often it is our mindset—not our circumstances—that matters. Central to these findings is the notion of hedonic adaptation, the fact that people are far more adaptable than they think. Even after a major life change—good or bad—we tend to return to our initial happiness level, forgetting what once made us elated or why we felt that life was so unbearable. The Myths of Happiness offers the perspective we need to make wiser choices, sharing how to slow the effects of this adaptation after a positive turn and find the way forward in a time of darkness.In The Myths of Happiness, Sonja Lyubomirsky turns an empirical eye to the biggest, messiest moments, providing readers with the clear-eyed vision they need to build the healthiest, most satisfying life. A corrective course on happiness and a call to regard life’s twists and turns with a more open mind, The Myths of Happiness shares practical lessons with life-changing potential.

    Why? Because they complain the loudest, create the greatest disruptions, and rely on others to assume the responsibilities that they shirk. Learn how to focus on your good employees first, and help them shift these "monkeys" back to the underperformers. Through a simple but brilliant metaphor, Whitaker helps you reinvigorate your staff and transform your organization.

    Get rid of fear and doubts and say hello to your version of uncommon success!Based on thousands of interviews from John Lee Dumas’ highly acclaimed podcast, Entrepreneurs on Fire, this revolutionary step-by-step roadmap provides a proven path for entrepreneurs like you to achieve the financial freedom and lifestyle fulfillment you are capable of. Let The Common Path to Uncommon Success show you how.The Common Path to Uncommon Success will:Reveal the critical steps successful entrepreneurs take to achieve uncommon success.Dispel the doubts and fear you’re currently facing while providing a clear path to financial freedom and fulfillment.Ensure you avoid the pitfalls that have tripped up countless entrepreneurs.Provide a “Well of Knowledge” section for you to tap into anytime you're in need of inspiration or motivation!JLD’s 17-step guide will help you accomplish your #1 goal in life by showing you how to properly focus on your vision of success until it becomes your reality.Hard work and persistence are only two of the ingredients. This book is the third.

    In Happiness by Design, happiness and behavior expert Paul Dolan combines the latest insights from economics and psychology to illustrate that in order to be happy we must behave happy. Our happiness is experiences of both pleasure and purpose over time and it depends on what we actually pay attention to. Using what Dolan calls deciding, designing, and doing, we can overcome the biases that make us miserable and redesign our environments to make it easier to experience happiness, fulfilment, and even health.  With uncanny wit and keen perception, Dolan reveals what we can do to find our unique optimal balance of pleasure and purpose, offering practical advice on how to organize our lives in happiness-promoting ways and fresh insights into how we feel, including why:• Having kids reduces pleasure but gives us a massive dose of purpose• Gaining weight won’t necessarily make us unhappier, but being too ambitious might• A quiet neighborhood is more important than a big houseVividly rendering intriguing research and lively anecdotal evidence, Happiness by Design offers an absorbing, thought-provoking, new paradigm for readers of Stumbling on Happiness and The How of Happiness.

     Now, in Forward, Yang reveals that UBI and the threat of job automation are only the beginning, diagnosing how a series of cascading problems within our antiquated systems keeps us stuck in the past—imperiling our democracy at every level. With America’s stagnant institutions failing to keep pace with technological change, we grow more polarized as tech platforms supplant our will while feasting on our data. Yang introduces us to the various “priests of the decline” of America, including politicians whose incentives have become divorced from the people they supposedly serve. The machinery of American democracy is failing, Yang argues, and we need bold new ideas to rewire it for twenty-first-century problems. Inspired by his experience running for office and as an entrepreneur, and by ideas drawn from leading thinkers, Yang offers a series of solutions, including data rights, ranked-choice voting, and fact-based governance empowered by modern technology, writing that “there is no cavalry”—it’s up to us. This is a powerful and urgent warning that we must step back from the brink and plot a new way forward for our democracy.

    But Robert Reffkin, raised by an Israeli immigrant single mother after his father abandoned him and his maternal grandparents disowned them, has always defied the odds.As CEO of Compass, America’s largest independent real estate brokerage, Reffkin distills the wisdom he’s gathered from his mother and his 100+ mentors throughout his journey. Each chapter offers a part of his life story and an actionable lesson, such as: “Love your customers more than your ideas.” “Dream out your future on paper—then tear the paper up.” And “Adapt like water and you’ll be unstoppable.”The advice in No One Succeeds Alone will inspire you to dream bigger than you ever have before, realize your full potential, and give back by helping make someone else’s dreams come true, too.