In this book Nat Greene--who's been solving hard problems professionally for over twenty years--shares nine behaviors anyone can adopt to find solutions to even the most seemingly intractable problems. The problem with most problem solving, Greene says, is that it's not problem solving at all: it's guessing. We have an idea of what might work and we try it out. If that doesn't work, we try something else. And so on. It's inefficient at best, and with really hard problems there are simply too many variables for guessing to work. Greene shows you how to adopt the behaviors great problem solvers use to arrive at solutions efficiently--without guessing. He illustrates them with examples ranging from everyday issues like fixing a malfunctioning garage door to stopping frequent breakdowns at a chemical plant (saving millions of dollars) to addressing the scourge of poverty in sub-Saharan Africa. So stop guessing and start solving today!

    It shows the reader how to use key financial indicators as a basis for smart business decisions, with a focus on companies in the range between start-up and $5 million in revenue.

    That is, it is a piece of bad logic. Just as it is a good idea to avoid eating bad food, it is also a rather good idea to avoid bad reasoning. Unfortunately, bad reasoning is all too common—it pours out of the television and infests the web like an army of venomous spiders. Perhaps even worse than the fallacies inflicted from the outside are self-inflicted fallacies. These can lead people to make poor decisions about matters great and small.Fortunately, there is a defense against bad reasoning, namely knowledge. This concise book provides the reader with definitions and examples of seventy-six common fallacies—the knowledge a person needs to defend herself in a world awash in fallacies.In addition to combining the content of my 42 Fallacies and 30 More Fallacies, this book features some revisions as well as a new section on common formal fallacies. The focus is on providing the reader with definitions and examples of these common fallacies rather than being a handbook on winning arguments or a text on general logic.The book presents the following 73 informal fallacies:Accent, Fallacy ofAccident, Fallacy ofAd HominemAd Hominem Tu QuoqueAmphiboly, Fallacy ofAnecdotal Evidence, Fallacy OfAppeal to the Consequences of a BeliefAppeal to Authority, FallaciousAppeal to BeliefAppeal to Common PracticeAppeal to EmotionAppeal to EnvyAppeal to FearAppeal to FlatteryAppeal to Group IdentityAppeal to GuiltAppeal to NoveltyAppeal to PityAppeal to PopularityAppeal to RidiculeAppeal to SpiteAppeal to TraditionAppeal to SilenceAppeal to VanityArgumentum ad HitlerumBegging the QuestionBiased GeneralizationBurden of ProofComplex QuestionComposition, Fallacy ofConfusing Cause and EffectConfusing Explanations and ExcusesCircumstantial Ad HominemCum Hoc, Ergo Propter HocDivision, Fallacy ofEquivocation, Fallacy ofFallacious ExampleFallacy FallacyFalse DilemmaGambler’s FallacyGenetic FallacyGuilt by AssociationHasty GeneralizationHistorian’s FallacyIllicit ConversionIgnoring a Common CauseIncomplete EvidenceMiddle GroundMisleading VividnessMoving the Goal PostsOversimplified CauseOverconfident Inference from Unknown StatisticsPathetic FallacyPeer PressurePersonal AttackPoisoning the WellPositive Ad HominemPost HocProving X, Concluding YPsychologist's fallacyQuestionable CauseRationalizationRed HerringReification, Fallacy ofRelativist FallacySlippery SlopeSpecial PleadingSpotlightStraw ManTexas Sharpshooter FallacyTwo Wrongs Make a RightVictim FallacyWeak AnalogyThe book contains the following three formal (deductive) fallacies:Affirming the ConsequentDenying the AntecedentUndistributed Middle

    Many leadership books can be boring. Instead of reading another repetitive book about 100 leadership essentials by a corporate CEO, search no more for the perfect leadership book. In "The Diary of a West Point Cadet," by Captain Preston Pysh, the author teaches essential West Point leadership through the most fun and unique reading of any book in its class. If you are an aspiring cadet, a small-group leader, or even an emerging leader in corporate America, this book is for you. Each intriguing firsthand account of Preston's most memorable stories from attending West Point will capture your interest and imagination. At the conclusion of each gripping story, Preston efficiently summarizes how the experience taught him lessons about leadership, which later prepared him to be a combat commander. If you like twists and turns while reading and learning, you are in for a treat. Prepare to be glued to your seat and the text as you experience unforgettable stories and lessons from "The Point."

    Froeb/McCann's MANAGERIAL ECONOMICS: A PROBLEM SOLVING APPROACH, 2E covers traditional material using a problem-based pedagogy built around common business mistakes. Models are used sparingly, and then only to the extent that they help students figure out why mistakes are made, and how to fix them. This edition's succinct, fast-paced presentation and challenging, interactive applications place students in the role of a decision maker who has to identify mistakes that reduce profits, and propose solutions to bring profits back up. The lively book provides an excellent ongoing reference for students pursuing business careers. New chapters and updates highlight mistakes that precipitated the financial crisis. With MANAGERIAL ECONOMICS, 2E your students are taught to use economics to not only identify profitable decisions, but also how to implement them within an organization.

    Cracking the PM Interview is a comprehensive book about landing a product management role in a startup or bigger tech company. Learn how the ambiguously-named "PM" (product manager / program manager) role varies across companies, what experience you need, how to make your existing experience translate, what a great PM resume and cover letter look like, and finally, how to master the interview: estimation questions, behavioral questions, case questions, product questions, technical questions, and the super important "pitch."

     Still struggling through the financial crisis that began in 2008, consumers aren't buying traditional sales approaches anymore. So how do salespeople, corporate communicators, managers, and marketers sell their ideas, products, and services to a generation of customers who are more skeptical and less influenced by conventional marketing than ever before? Based on groundbreaking consumer research conducted with thousands of individuals, this step-by-step guide will help readers understand their audience and how to communicate effectively with them. Topics include: ? The mechanics and mindset of communicating with trust and credibility ? Choosing the right words: being positive, using plain English, being plausible, and personalizing a message ? Structuring a message: putting benefits before features, context before specifics, engagement before discussion, and customers' interests before the company's ? Case studies from personal finance, consumer products, public utilities, and other areas

     Share before you’re ready. Get more agreements. Have difficult conversations. These are a few of the practical but profound ideas Lessonly CEO Max Yoder shares in Do Better Work. No matter your rank or role, if you want to see more understanding, accountability, and progress on your team, these stories and examples are for you. Praise for Do Better Work: “Devastatingly effective, and a must-read for business leaders with a soul. Do Better Work is the modern manual for how to align company success and personal growth.” Jay Baer, New York Times bestselling author of Youtility and co-author of Talk Triggers “The best books pop lightbulbs over our heads that feel so obvious we wonder why we didn't realize them all along. This book does that. An essential read for any 21st-century leader." Coco Brown, CEO and founder of The Athena Alliance “Our world needs a style of leadership that puts people at the center, and I can think of no better guide than the lessons contained in this book.” Scott Dorsey, former CEO of ExactTarget/Salesforce Marketing Cloud “Practical advice with a soul and a deep understanding of how humans connect and work together.” Nataly Kogan, founder of Happier @ Work and author of Happier Now

    The only classroom-based integrated study system for professional certification gives you complete coverage of all objectives for the PMP exam, hundreds of practice exam questions, and hands-on exercises. The CD-ROM features full practice exam software with interactive tutorials and lab simulations, plus an adaptive test engine.

    At many companies, being first with a concept and first to market are critical just to survive. In The Art of Innovation, Tom Kelley, general manager of the Silicon Valley based design firm IDEO, takes readers behind the scenes of this wildly imaginative and energized company to reveal the strategies and secrets it uses to turn out hit after hit.IDEO doesn't buy into the myth of the lone genius working away in isolation, waiting for great ideas to strike. Kelley believes everyone can be creative, and the goal at his firm is to tap into that wellspring of creativity in order to make innovation a way of life. How does it do that? IDEO fosters an atmosphere conducive to freely expressing ideas, breaking the rules, and freeing people to design their own work environments. IDEO's focus on teamwork generates countless breakthroughs, fueled by the constant give-and-take among people ready to share ideas and reap the benefits of the group process. IDEO has created an intense, quick-turnaround, brainstorm-and-build process dubbed "the Deep Dive."In entertaining anecdotes, Kelley illustrates some of his firm's own successes (and joyful failures), as well as pioneering efforts at other leading companies. The book reveals how teams research and immerse themselves in every possible aspect of a new product or service, examining it from the perspective of clients, consumers, and other critical audiences.Kelley takes the reader through the IDEO problem-solving method:> Carefully observing the behavior or "anthropology" of the people who will be using a product or service> Brainstorming with high-energy sessions focused on tangible results> Quickly prototyping ideas and designs at every step of the way> Cross-pollinating to find solutions from other fields> Taking risks, and failing your way to success> Building a "Greenhouse" for innovationIDEO has won more awards in the last ten years than any other firm of its kind, and a full half-hour Nightline presentation of its creative process received one of the show's highest ratings. The Art of Innovation will provide business leaders with the insights and tools they need to make their companies the leading-edge, top-rated stars of their industries.From the Hardcover edition.

    In this updated and expanded 10th anniversary edition, internationally known leadership transition expert Michael D. Watkins gives you the keys to successfully negotiating your next move—whether you’re onboarding into a new company, being promoted internally, or embarking on an international assignment.In The First 90 Days, Watkins outlines proven strategies that will dramatically shorten the time it takes to reach what he calls the "breakeven point" when your organization needs you as much as you need the job. This new edition includes a substantial new preface by the author on the new definition of a career as a series of transitions; and notes the growing need for effective and repeatable skills for moving through these changes. As well, updated statistics and new tools make this book more reader-friendly and useful than ever.As hundreds of thousands of readers already know, The First 90 Days is a road map for taking charge quickly and effectively during critical career transition periods—whether you are a first-time manager, a mid-career professional on your way up, or a newly minted CEO.

    Identity Theft. Corporate Espionage. National secrets compromised. Can anyone promise security in our digital world?The man who introduced cryptography to the boardroom says no. But in this fascinating read, he shows us how to come closer by developing security measures in terms of context, tools, and strategy. Security is a process, not a product – one that system administrators and corporate executives alike must understand to survive.This edition updated with new information about post-9/11 security.

    Big Blue, as the company is known, tends to rely for its success on magical thinking but that magic ran out a long time ago. The company got in trouble back in the 1990s and had to hire for the first time an outside CEO, Lou Gerstner, to save the day. Gerstner pushed IBM into services with spectacular results but this hurt the company, too. As services have became commoditized IBM could only compete by offshoring the work and quality suffered. The other negative impact of Gerstner was his compensation which was for the first time in IBM history very high. Only the Watson family had become rich running IBM with later CEOs like John Opel and John Akers living comfortable lives with lots of perks, but they never got BIG RICH. That changed with Gerstner. Sam Palmisano an IBM lifer followed Gerstner as CEO and followed, too, the Gerstner playbook. Palmisano retired three years ago with a retirement package worth $241 million, replaced by IBM's first woman CEO, Ginni Rometty, who certainly expects a comparable golden parachute. In order to achieve these numbers, though, IBM has essentially sacrificed both its customers and employees. In order to have ever growing earnings per share the company has cut labor to the bone, off-shored everything it can, dropped quality, deliberately underbid contracts to win them then not performed. IBM's acquisition policy is one of buying companies to get their sales then cutting costs to the bone and under-delivering. This and share buybacks have kept earnings growing until this house of cards recently began to fall. Ginni Rometty, who will end up taking the fall for Palmisano's flawed strategy, has stated a very specific earnings goal for 2015 that she will destroy the company to achieve if she must. This book how IBM fell from grace, where it is headed, and what specifically can be done to save the company before it is too late.

    Until now, the relatively slow speed of marketplace evolution has allowed wasteful habits to continue without consequence. This reality is ending. Detonate explains how organizations built up bad habits, identifies which ones masquerade as "best practices," and suggests alternatives that can contribute to winning in the marketplace. With a focus on optimism and empowerment, it focuses on an approach and mindset which are critical to successfully compete in an era characterized by profound technological advances and uncertainty.  •    Core themes challenge how you think about and approach problems •    Case studies illustrate the challenges you face and how to overcome them •    Recommendations are pragmatic and steer clear of suggesting a brand-new, complicated wiring diagram •    Actionable advice provides the first steps down an evolutionary pathIf you want to compete differently in today’s marketplace and to challenge the things your company does which you have a nagging feeling are actually just a waste of time – and maybe value-destroying – Detonate gives you what you need to ignite change.

    Most leaders need reminding everyday that with their privileges comes responsibility and obligation. If any young man or woman seeking to become a leader and not a manager only reads one book on leadership, let it be this one!