This book tackles such questions head-on.   The authors begin with the great economist John Maynard Keynes. In 1930 Keynes predicted that, within a century, per capita income would steadily rise, people’s basic needs would be met, and no one would have to work more than fifteen hours a week. Clearly, he was wrong: though income has increased as he envisioned, our wants have seemingly gone unsatisfied, and we continue to work long hours.   The Skidelskys explain why Keynes was mistaken. Then, arguing from the premise that economics is a moral science, they trace the concept of the good life from Aristotle to the present and show how our lives over the last half century have strayed from that ideal. Finally, they issue a call to think anew about what really matters in our lives and how to attain it.   How Much Is Enough? is that rarity, a work of deep intelligence and ethical commitment accessible to all readers. It will be lauded, debated, cited, and criticized. It will not be ignored.

    These three Great Untruths are part of a larger philosophy that sees young people as fragile creatures who must be protected and supervised by adults. But despite the good intentions of the adults who impart them, the Great Untruths are harming kids by teaching them the opposite of ancient wisdom and the opposite of modern psychological findings on grit, growth, and antifragility. The result is rising rates of depression and anxiety, along with endless stories of college campuses torn apart by moralistic divisions and mutual recriminations. This is a book about how we got here. First Amendment expert Greg Lukianoff and social psychologist Jonathan Haidt take us on a tour of the social trends stretching back to the 1980s that have produced the confusion and conflict on campus today, including the loss of unsupervised play time and the birth of social media, all during a time of rising political polarization. This is a book about how to fix the mess. The culture of “safety” and its intolerance of opposing viewpoints has left many young people anxious and unprepared for adult life, with devastating consequences for them, for their parents, for the companies that will soon hire them, and for a democracy that is already pushed to the brink of violence over its growing political divisions. Lukianoff and Haidt offer a comprehensive set of reforms that will strengthen young people and institutions, allowing us all to reap the benefits of diversity, including viewpoint diversity. This is a book for anyone who is confused by what’s happening on college campuses today, or has children, or is concerned about the growing inability of Americans to live and work and cooperate across party lines.

    On both economic and psychological grounds, author Matthew B. Crawford questions the educational imperative of turning everyone into a "knowledge worker," based on a misguided separation of thinking from doing. Using his own experience as an electrician and mechanic, Crawford presents a wonderfully articulated call for self-reliance and a moving reflection on how we can live concretely in an ever more abstract world.

    Learn Ricardo's secrets and let some of the Semco magic rub off on you and your company.

    And thirty years later, if you're going to read only one book on Watergate, that's still the one. Today, Enron is the biggest business story of our time, and Fortune senior writers Bethany McLean and Peter Elkind are the new Woodward and Bernstein.Remarkably, it was just two years ago that Enron was thought to epitomize a great New Economy company, with its skyrocketing profits and share price. But that was before Fortune published an article by McLean that asked a seemingly innocent question: How exactly does Enron make money? From that point on, Enron's house of cards began to crumble. Now, McLean and Elkind have investigated much deeper, to offer the definitive book about the Enron scandal and the fascinating people behind it.Meticulously researched and character driven, Smartest Guys in the Room takes the reader deep into Enron's past—and behind the closed doors of private meetings. Drawing on a wide range of unique sources, the book follows Enron's rise from obscurity to the top of the business world to its disastrous demise. It reveals as never before major characters such as Ken Lay, Jeff Skilling, and Andy Fastow, as well as lesser known players like Cliff Baxter and Rebecca Mark. Smartest Guys in the Room is a story of greed, arrogance, and deceit—a microcosm of all that is wrong with American business today. Above all, it's a fascinating human drama that will prove to be the authoritative account of the Enron scandal.

    As they helped grow Google from a young start-up to a global icon, they relearned everything they knew about management. How Google Works is the sum of those experiences distilled into a fun, easy-to-read primer on corporate culture, strategy, talent, decision-making, communication, innovation, and dealing with disruption.The authors explain how the confluence of three seismic changes - the internet, mobile, and cloud computing - has shifted the balance of power from companies to consumers. The companies that will thrive in this ever-changing landscape will be the ones that create superior products and attract a new breed of multifaceted employees whom the authors dub 'smart creatives'. The management maxims ('Consensus requires dissension', 'Exile knaves but fight for divas', 'Think 10X, not 10%') are illustrated with previously unreported anecdotes from Google's corporate history.'Back in 2010, Eric and I created an internal class for Google managers,' says Rosenberg. 'The class slides all read 'Google confidential' until an employee suggested we uphold the spirit of openness and share them with the world. This book codifies the recipe for our secret sauce: how Google innovates and how it empowers employees to succeed.'

    Drawing on anecdotes from science, economics, history, politics and philosophy, Matt Ridley’s wide-ranging, highly opinionated opus demolishes conventional assumptions that major scientific and social imperatives are dictated by those on high, whether in government, business, academia, or morality. On the contrary, our most important achievements develop from the bottom up. Patterns emerge, trends evolve. Just as skeins of geese form Vs in the sky without meaning to, and termites build mud cathedrals without architects, so brains take shape without brain-makers, learning can happen without teaching and morality changes without a plan.Although we neglect, defy and ignore them, bottom-up trends shape the world. The growth of technology, the sanitation-driven health revolution, the quadrupling of farm yields so that more land can be released for nature—these were largely emergent phenomena, as were the Internet, the mobile phone revolution, and the rise of Asia. Ridley demolishes the arguments for design and effectively makes the case for evolution in the universe, morality, genes, the economy, culture, technology, the mind, personality, population, education, history, government, God, money, and the future.

    Some businesses--like home exercise company Peloton, video conference software maker Zoom, and Amazon--woke up to find themselves crushed under an avalanche of consumer demand. Others--like the restaurant, travel, hospitality, and live entertainment industries--scrambled to escape obliteration.But as Scott Galloway argues, the pandemic has not been a change agent so much as an accelerant of trends already well underway. In Post Corona, he outlines the contours of the crisis and the opportunities that lie ahead. Some businesses, like the powerful tech monopolies, will thrive as a result of the disruption. Other industries, like higher education, will struggle to maintain a value proposition that no longer makes sense when we can't stand shoulder to shoulder. And the pandemic has accelerated deeper trends in government and society, exposing a widening gap between our vision of America as a land of opportunity, and the troubling realities of our declining wellbeing.Combining his signature humor and brash style with sharp business insights and the occasional dose of righteous anger, Galloway offers both warning and hope in equal measure. As he writes, Our commonwealth didn't just happen, it was shaped. We chose this path--no trend is permanent and can't be made worse or corrected.

    So hold your nose, kiss the babies, and just think how good you would look on a stamp.Now, before we go into your media responsibilities, you must understand the true history of political power, so you don't accidentally act on the naive idealism you are required to project to the general public.The reality of political power is very simple: bad farmers own crops and livestock -- good farmers own human beings...

    The winners and losers are easily identified.In infinite games, like business or politics or life itself, the players come and go, the rules are changeable, and there is no defined endpoint. There are no winners or losers in an infinite game; there is only ahead and behind.The more I started to understand the difference between finite and infinite games, the more I began to see infinite games all around us. I started to see that many of the struggles that organizations face exist simply because their leaders were playing with a finite mindset in an infinite game. These organizations tend to lag behind in innovation, discretionary effort, morale and ultimately performance.The leaders who embrace an infinite mindset, in stark contrast, build stronger, more innovative, more inspiring organizations. Their people trust each other and their leaders. They have the resilience to thrive in an ever-changing world, while their competitors fall by the wayside. Ultimately, they are the ones who lead the rest of us into the future.Any worthwhile undertaking starts with Why - the purpose, cause or belief that inspires us to do what we do and inspires others to join us. Good leaders know how to build Circles of Safety that promote trust and cooperation throughout their organizations. But that's not enough to help us chart a course through the unpredictable, often chaotic landscape of today's marketplace.I now believe that the ability to adopt an infinite mindset is a prerequisite for any leader who aspires to leave their organization in better shape than they found it.

    Edited by the Sustainability Institute’s Diana Wright, this essential primer brings systems thinking out of the realm of computers and equations and into the tangible world, showing readers how to develop the systems-thinking skills that thought leaders across the globe consider critical for 21st-century life.Some of the biggest problems facing the world—war, hunger, poverty, and environmental degradation—are essentially system failures. They cannot be solved by fixing one piece in isolation from the others, because even seemingly minor details have enormous power to undermine the best efforts of too-narrow thinking.While readers will learn the conceptual tools and methods of systems thinking, the heart of the book is grander than methodology. Donella Meadows was known as much for nurturing positive outcomes as she was for delving into the science behind global dilemmas. She reminds readers to pay attention to what is important, not just what is quantifiable, to stay humble, and to stay a learner.In a world growing ever more complicated, crowded, and interdependent, Thinking in Systems helps readers avoid confusion and helplessness, the first step toward finding proactive and effective solutions.

    It has led nothing short of a revolution in the entertainment industries, generating billions of dollars in annual revenue while capturing the imaginations of hundreds of millions of people in over 190 countries. But to reach these great heights, Netflix, which launched in 1998 as an online DVD rental service, has had to reinvent itself over and over again. This type of unprecedented flexibility would have been impossible without the counterintuitive and radical management principles that cofounder Reed Hastings established from the very beginning. Hastings rejected the conventional wisdom under which other companies operate and defied tradition to instead build a culture focused on freedom and responsibility, one that has allowed Netflix to adapt and innovate as the needs of its members and the world have simultaneously transformed.Hastings set new standards, valuing people over process, emphasizing innovation over efficiency, and giving employees context, not controls. At Netflix, there are no vacation or expense policies. At Netflix, adequate performance gets a generous severance, and hard work is irrel-evant. At Netflix, you don't try to please your boss, you give candid feedback instead. At Netflix, employees don't need approval, and the company pays top of market. When Hastings and his team first devised these unorthodox principles, the implications were unknown and untested. But in just a short period, their methods led to unparalleled speed and boldness, as Netflix quickly became one of the most loved brands in the world.Here for the first time, Hastings and Erin Meyer, bestselling author of The Culture Map and one of the world's most influential business thinkers, dive deep into the controversial ideologies at the heart of the Netflix psyche, which have generated results that are the envy of the business world. Drawing on hundreds of interviews with current and past Netflix employees from around the globe and never-before-told stories of trial and error from Hastings's own career, No Rules Rules is the fascinating and untold account of the philosophy behind one of the world's most innovative, imaginative, and successful companies.

    One section focused on eight incredibly subtle—and devastatingly destructive—tactics for sabotaging the decision-making processes of organizations. While the manual was written decades ago, these sabotage tactics thrive undetected in organizations today:Insist on doing everything through channels. Make speeches. Talk as frequently as possible and at great length. Refer all matters to committees. Bring up irrelevant issues as frequently as possible. Haggle over precise wordings of communications. Refer back to matters already decided upon and attempt to question the advisability of that decision. Advocate caution and urge fellow-conferees to avoid haste that might result in embarrassments or difficulties later on. Be worried about the propriety of any decision.Everyone has been faced with someone who has used these tactics, even when they have meant well. Filled with proven strategies and techniques, this brief, clever book outlines the counter-sabotage measures to detect and reduce the impact of these eight classic sabotage tactics to improve productivity, spur creativity, and engender better collegial relationships.

    Here are some of the remarkable features of Barnes & Noble Classics:New introductions commissioned from today's top writers and scholarsBiographies of the authorsChronologies of contemporary historical, biographical, and cultural eventsFootnotes and endnotesSelective discussions of imitations, parodies, poems, books, plays, paintings, operas, statuary, and films inspired by the workComments by other famous authorsStudy questions to challenge the reader's viewpoints and expectationsBibliographies for further readingIndices & Glossaries, when appropriateAll editions are beautifully designed and are printed to superior specifications; some include illustrations of historical interest. Barnes & Noble Classics pulls together a constellation of influences—biographical, historical, and literary—to enrich each reader's understanding of these enduring works. One of history’s greatest political philosophers, Niccolò Machiavelli is notorious for his treatise The Prince, which has become a cornerstone of modern political theory. Written in 1513 and published in 1532, after Machivelli’s death, The Prince immediately provoked controversy that has continued unabated to this day. Defining human nature as inherently selfish, Machiavelli proposes that social conflict and violence are natural phenomena that help determine the ablest, most versatile form of government. Asserting that idealism has no place in the political arena, The Prince primarily addresses a monarch’s difficulties in retaining authority. Considered the first expression of political realism, it has often been accused of advocating a political philosophy in which “the end justifies the means.” Indeed the emphasis in The Prince on practical success, at the expense even of traditional moral values, earned Machiavelli a reputation for ruthlessness, deception, and cruelty. Many scholars contend, however, that the author’s pragmatic views of ethics and politics reflected the realities of his time, as exemplified by the Medici family of Florence. Debates about Machiavelli’s theories are as lively today as they were 450 years ago, but no one questions the importance of his fundamental contribution to Western political thought. This newly translated edition also includes Machiavelli’s Letter to Francesco Vettori, The Life of Castruccio Castracani, and excerpts from the Discourses on Livy.Wayne A. Rebhorn, Celanese Centennial Professor of English at the University of Texas, has authored numerous studies of Renaissance European literature. His Foxes and Lions: Machiavelli’s Confidence Men won the Howard R. Marraro Prize of the Modern Language Association of America in 1990.

    It is universally accepted that serving the needs of others, rather than our own, is the essence of morality. To be ethical—it is believed—is to be altruistic. Questioning this belief is regarded as tantamount to questioning the self-evident. Here, Peter Schwartz questions it.In Defense of Selfishness refutes widespread misconceptions about the meaning of selfishness and of altruism. Basing his arguments on Ayn Rand’s ethics of rational self-interest, Schwartz demonstrates that genuine selfishness is not exemplified by the brutal plundering of an Attila the Hun or the conniving duplicity of a Bernard Madoff. To the contrary, such people are acting against their actual, long-range interests.The truly selfish individual is committed to moral principles and lives an honest, productive, self-respecting life. He does not feed parasitically off other people. Instead, he renounces the unearned, and deals with others—in both the material and spiritual realms—by offering value for value, to mutual benefit. The selfish individual, Schwartz maintains, lives by reason, not force. He lives by production and trade, not by theft and fraud. He disavows the mindlessness of the do-whatever-you-feel-like emotionalist, and upholds rationality as his primary virtue. He takes pride in his achievements, and does not sacrifice himself to others—nor does he sacrifice others to himself.According to the code of altruism, however, you must embrace self-sacrifice. You must subordinate yourself to others. Altruism calls, not for cooperation and benevolence, but for servitude. It demands that you surrender your interests to the needs of others, that you regard serving others as the moral justification of your existence, that you be willing to suffer so that a non-you might benefit. To this, Schwartz asks simply: Why? Why should the fact that you have achieved any success make you indebted to those who haven’t? Why does the fact that someone needs your money create a moral entitlement to it, while the fact that you’ve earned it, doesn’t?Using vivid, real-life examples, In Defense of Selfishness illustrates the iniquity of requiring one man to serve the needs of another. This provocative book challenges readers to re-examine the standard by which they decide what is morally right or wrong.