Among those you'll investigate are the accounts of the creation of the world in Hesiod's Theogony and Ovid's Metamorphoses; the gods Zeus, Apollo, Demeter, Persephone, Hermes, Dionysos, and Aphrodite; the Greek heroes, Theseus and Heracles (Hercules in the Roman version); and the most famous of all classical myths, the Trojan War.Professor Vandiver anchors her presentation in some basics. What is a myth? Which societies use myths? What are some of the problems inherent in studying classical mythology? She also discusses the most influential 19th- and 20th-century thinking about myth's nature and function, including the psychological theories of Freud and Jung and the metaphysical approach of Joseph Campbell. You'll also consider the relationship between mythology and culture (such as the implications of the myth of Demeter, Persephone, and Hades for the Greek view of life, death, and marriage), the origins of classical mythology (including the similarities between the Theogony and Mesopotamian creation myths), and the dangers of probing for distant origins (for example, there's little evidence that a prehistoric "mother goddess" lies at the heart of mythology).Taking you from the surprising "truths" about the Minotaur to Ovid's impact on the works of William Shakespeare, these lectures make classical mythology fresh, absorbing, and often surprising.Disclaimer: Please note that this recording may include references to supplemental texts or print references that are not essential to the program and not supplied with your purchase.©2000 The Teaching Company, LLC (P)2000 The Great Courses

    Many of our wisest policy-makers, activists, scientists, and philosophers agree that the only problem with empathy is that we don’t have enough of it.Nothing could be farther from the truth, argues Yale researcher Paul Bloom. In AGAINST EMPATHY, Bloom reveals empathy to be one of the leading motivators of inequality and immorality in society. Far from helping us to improve the lives of others, empathy is a capricious and irrational emotion that appeals to our narrow prejudices. It muddles our judgment and, ironically, often leads to cruelty. We are at our best when we are smart enough not to rely on it, but to draw instead upon a more distanced compassion.Basing his argument on groundbreaking scientific findings, Bloom makes the case that some of the worst decisions made by individuals and nations—who to give money to, when to go to war, how to respond to climate change, and who to imprison—are too often motivated by honest, yet misplaced, emotions. With precision and wit, he demonstrates how empathy distorts our judgment in every aspect of our lives, from philanthropy and charity to the justice system; from medical care and education to parenting and marriage. Without empathy, Bloom insists, our decisions would be clearer, fairer, and—yes—ultimately more moral.Brilliantly argued, urgent and humane, AGAINST EMPATHY shows us that, when it comes to both major policy decisions and the choices we make in our everyday lives, limiting our impulse toward empathy is often the most compassionate choice we can make.

    Suppose that different food inspectors give different ratings to indistinguishable restaurants — or that when a company is handling customer complaints, the resolution depends on who happens to be handling the particular complaint. Now imagine that the same doctor, the same judge, the same inspector, or the same company official makes different decisions, depending on whether it is morning or afternoon, or Monday rather than Wednesday. These are examples of noise: variability in judgments that should be identical.   In Noise, Daniel Kahneman, Cass R. Sunstein, and Olivier Sibony show how noise contributes significantly to errors in all fields, including medicine, law, economic forecasting, police behavior, food safety, bail, security checks at airports, strategy, and personnel selection. And although noise can be found wherever people make judgments and decisions, individuals and organizations alike are commonly oblivious to the role of chance in their judgments and in their actions.   Drawing on the latest findings in psychology and behavioral economics, and the same kind of diligent, insightful research that made Thinking, Fast and Slow and Nudge groundbreaking New York Times bestsellers, Noise explains how and why humans are so susceptible to noise in judgment — and what we can do about it.

    A leather couch. A neatly bearded, scholarly looking gentleman seated off to the side, only rarely speaking, quietly taking notes and occasionally nodding as the couch's supine occupant tells his or her story.In some ways, such a picture would indeed be accurate, a confirmation not only of the importance of Sigmund Freud in the history of psychology but also of the degree Freud dominates the popular perception of this discipline.But the picture would be inaccurate, as well.Freud was a physician, and the majority of psychologists are not. Both the psychoanalytic theory he pioneered and the therapeutic approach it was based onpsychoanalysishave seen their dominance wane in recent years. And psychologists today, as indebted as they may be to Freud's landmark explorations of our psychological landscape, are involved in far more than helping people cope with inner demons.The expansive and varied roles of contemporary psychologists create another common imageof a crowd of white-coated researchers gathered around a maze, carefully recording a white rat's performance. It's another inadequate picture because experimental psychologists today usually work with people, not animals.Moreover, the areas of interest those psychologists are pursuing now encompass every part of the process we use to develop and function as people:How we perceive, remember, and learnHow we select our friends and partners and retain their affection and loveThe things that motivate us as we make our choices in lifeEven how we relate to the vehicles, machinery, computer systems, or workspaces we encounter as we make our livings.

    They are the ones who prefer listening to speaking; who innovate and create but dislike self-promotion; who favor working on their own over working in teams. It is to introverts—Rosa Parks, Chopin, Dr. Seuss, Steve Wozniak—that we owe many of the great contributions to society. In Quiet, Susan Cain argues that we dramatically undervalue introverts and shows how much we lose in doing so. She charts the rise of the Extrovert Ideal throughout the twentieth century and explores how deeply it has come to permeate our culture. She also introduces us to successful introverts—from a witty, high-octane public speaker who recharges in solitude after his talks, to a record-breaking salesman who quietly taps into the power of questions. Passionately argued, superbly researched, and filled with indelible stories of real people, Quiet has the power to permanently change how we see introverts and, equally important, how they see themselves.Now with Extra Libris material, including a reader’s guide and bonus content.

    Hand argues that extraordinarily rare events are anything but. In fact, they’re commonplace. Not only that, we should all expect to experience a miracle roughly once every month.     But Hand is no believer in superstitions, prophecies, or the paranormal. His definition of “miracle” is thoroughly rational. No mystical or supernatural explanation is necessary to understand why someone is lucky enough to win the lottery twice, or is destined to be hit by lightning three times and still survive. All we need, Hand argues, is a firm grounding in a powerful set of laws: the laws of inevitability, of truly large numbers, of selection, of the probability lever, and of near enough.     Together, these constitute Hand’s groundbreaking Improbability Principle. And together, they explain why we should not be so surprised to bump into a friend in a foreign country, or to come across the same unfamiliar word four times in one day. Hand wrestles with seemingly less explicable questions as well: what the Bible and Shakespeare have in common, why financial crashes are par for the course, and why lightning does strike the same place (and the same person) twice. Along the way, he teaches us how to use the Improbability Principle in our own lives—including how to cash in at a casino and how to recognize when a medicine is truly effective.     An irresistible adventure into the laws behind “chance” moments and a trusty guide for understanding the world and universe we live in, The Improbability Principle will transform how you think about serendipity and luck, whether it’s in the world of business and finance or you’re merely sitting in your backyard, tossing a ball into the air and wondering where it will land.

    In this fascinating series of 36 lectures, an award-winning teacher leads you on a vivid journey through Mesopotamian history-from Neolithic times to the age of Alexander the Great-and into the lives of mighty emperors, struggling farmers, ambitious merchants, and palace servants to reveal why this ancient culture occupies such a foundational position in our history.The lectures look back to the time when the first cities arose in Mesopotamia and kings created complex bureaucracies to rule their expanding territories, thus fostering the invention of writing and other technologies. You peer into the lives and fortunes of Mesopotamia's people and learn about the birth of the urban lifestyle.Professor Castor creates a detailed image not only of larger Mesopotamian society but of life on the level of the individual Mesopotamian as well. Among the many fascinating insights into daily Mesopotamian life you examine are how they ate, worked, learned, worshiped, married, and reared children; used scientific ideas to help them order and understand the natural world; engaged with their powerful neighbors in Egypt, Syria, and Anatolia (modern-day Turkey); waged war and experienced peace; and endured the collapse of their cities.

    We live in an age of winners and losers, where the odds are stacked in favour of the already fortunate. Stalled social mobility and entrenched inequality give the lie to the promise that "you can make it if you try". And the consequence is a brew of anger and frustration that has fuelled populist protest, with the triumph of Brexit and election of Donald Trump.Michael J. Sandel argues that to overcome the polarized politics of our time, we must rethink the attitudes toward success and failure that have accompanied globalisation and rising inequality. Sandel highlights the hubris a meritocracy generates among the winners and the harsh judgement it imposes on those left behind. He offers an alternative way of thinking about success - more attentive to the role of luck in human affairs, more conducive to an ethic of humility, and more hospitable to a politics of the common good.

    From creating brand value to fine-tuning customer service, the folks running cartels have been attentive students of the strategy and tactics used by corporations such as Walmart, McDonald's, and Coca-Cola.     And what can government learn to combat this scourge? By analyzing the cartels as companies, law enforcers might better understand how they work—and stop throwing away 100 billion a year in a futile effort to win the “war” against this global, highly organized business.     Your intrepid guide to the most exotic and brutal industry on earth is Tom Wainwright. Picking his way through Andean cocaine fields, Central American prisons, Colorado pot shops, and the online drug dens of the Dark Web, Wainwright provides a fresh, innovative look into the drug trade and its 250 million customers.     The cast of characters includes “Bin Laden,” the Bolivian coca guide; “Old Lin,” the Salvadoran gang leader; “Starboy,” the millionaire New Zealand pill maker; and a cozy Mexican grandmother who cooks blueberry pancakes while plotting murder. Along with presidents, cops, and teenage hitmen, they explain such matters as the business purpose for head-to-toe tattoos, how gangs decide whether to compete or collude, and why cartels care a surprising amount about corporate social responsibility.More than just an investigation of how drug cartels do business, Narconomics is also a blueprint for how to defeat them.

    What if everything in life could be reduced to a simple formula? What if numbers were able to tell us which partners we were best matched with – not just in terms of attractiveness, but for a long-term committed marriage? Or if they could say which films would be the biggest hits at the box office, and what changes could be made to those films to make them even more successful? Or even who out of us is likely to commit certain crimes, and when? This may sound like the world of science-fiction, but in fact it is just the tip of the iceberg in a world that is increasingly ruled by complex algorithms and neural networks.In The Formula, Luke Dormehl takes you inside the world of numbers, asking how we came to believe in the all-conquering power of algorithms; introducing the mathematicians, artificial intelligence experts and Silicon Valley entrepreneurs who are shaping this brave new world, and ultimately asking how we survive in an era where numbers can sometimes seem to create as many problems as they solve.

    It is a ‘ must’ book for those in every branch of science . . . in addition, economists, politicians, statesmen, and businessmen cannot afford to overlook cybernetics and its tremendous, even terrifying implications. "It is a beautifully written book, lucid, direct, and despite its complexity, as readable by the layman as the trained scientist." -- John B. Thurston, "The Saturday Review of Literature" Acclaimed one of the "seminal books . . . comparable in ultimate importance to . . . Galileo or Malthus or Rousseau or Mill," "Cybernetics" was judged by twenty-seven historians, economists, educators, and philosophers to be one of those books published during the "past four decades", which may have a substantial impact on public thought and action in the years ahead." -- Saturday Review

    The pass was intercepted and the Seahawks lost. Critics called it the dumbest play in history. But was the call really that bad? Or did Carroll actually make a great move that was ruined by bad luck?Even the best decision doesn't yield the best outcome every time. There's always an element of luck that you can't control, and there is always information that is hidden from view. So the key to long-term success (and avoiding worrying yourself to death) is to think in bets: How sure am I? What are the possible ways things could turn out? What decision has the highest odds of success? Did I land in the unlucky 10% on the strategy that works 90% of the time? Or is my success attributable to dumb luck rather than great decision making?Annie Duke, a former World Series of Poker champion turned business consultant, draws on examples from business, sports, politics, and (of course) poker to share tools anyone can use to embrace uncertainty and make better decisions. For most people, it's difficult to say "I'm not sure" in a world that values and, even, rewards the appearance of certainty. But professional poker players are comfortable with the fact that great decisions don't always lead to great outcomes and bad decisions don't always lead to bad outcomes.By shifting your thinking from a need for certainty to a goal of accurately assessing what you know and what you don't, you'll be less vulnerable to reactive emotions, knee-jerk biases, and destructive habits in your decision making. You'll become more confident, calm, compassionate and successful in the long run.

    Now he brings his insight into the workplace, in a book sure to change the shape of business for decades to come.In Working with Emotional Intelligence, Goleman reveals the skills that distinguish star performers in every field, from entry-level jobs to top executive positions. He shows that the single most important factor is not IQ, advanced degrees, or technical expertise, but the quality Goleman calls emotional intelligence. Self-awareness, self-confidence, and self-control; commitment and integrity; the ability to communicate and influence, to initiate and accept change--these competencies are at a premium in today's job market. The higher up the leadership ladder you go, the more vital these skills become, often influencing who is hired or fired, passed over or promoted. As Goleman shows, we all possess the potential to improve our emotional intelligence--at any stage in our career. He provides guidelines for cultivating these capabilities--and also explains why corporate training must change if it is to be effective.

    We see it everywhere - from Pearl Harbour to 9/11, from the assassination of Kennedy to the death of Diana. Bookshop shelves threaten to collapse under the weight of texts devoted to proving myriad conspiracy theories true, while even quality newspapers and serious TV channels are prepared to give them credence.For David Aaronovitch, there came a time when he started to see a pattern. These theories used similar dodgy methods with which to insinuate their claims: they linked themselves to the supposed conspiracies of the past (it happened then so it can happen now); they carefully manipulated their evidence to hide its holes; they relied on the authority of dubious academic sources. Most importantly, they elevated their believers to membership of an elite - a group of people able to see beyond lies to a higher reality. But why believe something that entails stretching the bounds of probability so far? Surely it is more likely that men did actually land on the moon in 1969 than that thousands of people were enlisted to fabricate a deception that they did.In this entertaining and enlightening book - aimed to provide ammunition for those who have found themselves at the wrong end of a conversation about moon landings or twin towers - Aaronovitch carefully probes and explodes a dozen of the major conspiracy theories. In doing so, he looks at why people believe them, and makes an argument for a true scepticism: one based on a thorough knowledge of history and a strong dose of common sense.

    They start from a single assertion: Leaders do whatever keeps them in power. They don’t care about the “national interest”—or even their subjects—unless they have to. This clever and accessible book shows that the difference between tyrants and democrats is just a convenient fiction. Governments do not differ in kind but only in the number of essential supporters, or backs that need scratching. The size of this group determines almost everything about politics: what leaders can get away with, and the quality of life or misery under them. The picture the authors paint is not pretty. But it just may be the truth, which is a good starting point for anyone seeking to improve human governance.