Over the past few decades there has been a revolution in terms of who controls knowledge and information. This rapid change has imperiled the way we think. Without pausing to consider the cost, the world has rushed to embrace the products and services of four titanic corporations. We shop with Amazon; socialize on Facebook; turn to Apple for entertainment; and rely on Google for information. These firms sell their efficiency and purport to make the world a better place, but what they have done instead is to enable an intoxicating level of daily convenience. As these companies have expanded, marketing themselves as champions of individuality and pluralism, their algorithms have pressed us into conformity and laid waste to privacy. They have produced an unstable and narrow culture of misinformation, and put us on a path to a world without private contemplation, autonomous thought, or solitary introspection--a world without mind. In order to restore our inner lives, we must avoid being coopted by these gigantic companies, and understand the ideas that underpin their success.Elegantly tracing the intellectual history of computer science--from Descartes and the enlightenment to Alan Turing to Stuart Brand and the hippie origins of today's Silicon Valley--Foer exposes the dark underpinnings of our most idealistic dreams for technology. The corporate ambitions of Google, Facebook, Apple, and Amazon, he argues, are trampling longstanding liberal values, especially intellectual property and privacy. This is a nascent stage in the total automation and homogenization of social, political, and intellectual life. By reclaiming our private authority over how we intellectually engage with the world, we have the power to stem the tide.At stake is nothing less than who we are, and what we will become. There have been monopolists in the past but today's corporate giants have far more nefarious aims. They're monopolists who want access to every facet of our identities and influence over every corner of our decision-making. Until now few have grasped the sheer scale of the threat. Foer explains not just the looming existential crisis but the imperative of resistance.

    Creativity, Inc. is a book for managers who want to lead their employees to new heights, a manual for anyone who strives for originality, and the first-ever, all-access trip into the nerve center of Pixar Animation—into the meetings, postmortems, and “Braintrust” sessions where some of the most successful films in history are made. It is, at heart, a book about how to build a creative culture—but it is also, as Pixar co-founder and president Ed Catmull writes, “an expression of the ideas that I believe make the best in us possible.” For nearly twenty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Monsters, Inc., Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner thirty Academy Awards. The joyousness of the storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, in this book, Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable.   As a young man, Ed Catmull had a dream: to make the first computer-animated movie. He nurtured that dream as a Ph.D. student at the University of Utah, where many computer science pioneers got their start, and then forged a partnership with George Lucas that led, indirectly, to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the thirteen movies that followed—was the unique environment that Catmull and his colleagues built at Pixar, based on philosophies that protect the creative process and defy convention, such as:   • Give a good idea to a mediocre team, and they will screw it up. But give a mediocre idea to a great team, and they will either fix it or come up with something better. • If you don’t strive to uncover what is unseen and understand its nature, you will be ill prepared to lead. • It’s not the manager’s job to prevent risks. It’s the manager’s job to make it safe for others to take them. • The cost of preventing errors is often far greater than the cost of fixing them. • A company’s communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody. • Do not assume that general agreement will lead to change—it takes substantial energy to move a group, even when all are on board.

    Gonzalez-Crussi, from the Introduction An international bestseller, translated into eighteen languages, Paul de Kruif’s classic account of the first scientists to see and learn about the microscopic world continues to fascinate new readers. This is a timeless dramatization of the scientists, bacteriologists, doctors, and medical technicians who discovered the microbes and invented the vaccines to counter them. De Kruif writes about how seemingly simple but really fundamental discovers of science—for instance, how a microbe was first viewed in a clear drop of rain water, and when, for the first time, Louis Pasteur discovered that a simple vaccine could save a man from the ravages of rabies by attacking the microbes that cause it.

    If your anxiety about global warming is dominated by fears of sea-level rise, you are barely scratching the surface of what terrors are possible. In California, wildfires now rage year-round, destroying thousands of homes. Across the US, "500-year" storms pummel communities month after month, and floods displace tens of millions annually.This is only a preview of the changes to come. And they are coming fast. Without a revolution in how billions of humans conduct their lives, parts of the Earth could become close to uninhabitable, and other parts horrifically inhospitable, as soon as the end of this century.In his travelogue of our near future, David Wallace-Wells brings into stark relief the climate troubles that await--food shortages, refugee emergencies, and other crises that will reshape the globe. But the world will be remade by warming in more profound ways as well, transforming our politics, our culture, our relationship to technology, and our sense of history. It will be all-encompassing, shaping and distorting nearly every aspect of human life as it is lived today.Like An Inconvenient Truth and Silent Spring before it, The Uninhabitable Earth is both a meditation on the devastation we have brought upon ourselves and an impassioned call to action. For just as the world was brought to the brink of catastrophe within the span of a lifetime, the responsibility to avoid it now belongs to a single generation.

    Beginning with the above questions, she began informally researching every affliction that she encountered in humans to learn whether it happened with animals, too. And usually, it did: dinosaurs suffered from brain cancer, koalas can catch chlamydia, reindeer seek narcotic escape in hallucinogenic mushrooms, stallions self-mutilate, and gorillas experience clinical depression. Natterson-Horowitz and science writer Kathryn Bowers have dubbed this pan-species approach to medicine zoobiquity. Here, they present a revelatory understanding of what animals can teach us about the human body and mind, exploring how animal and human commonality can be used to diagnose, treat, and heal patients of all species.

    By 1993, the computer industry had changed so rapidly the company was on its way to losing $16 billion and IBM was on a watch list for extinction -- victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.Then Lou Gerstner was brought in to run IBM. Almost everyone watching the rapid demise of this American icon presumed Gerstner had joined IBM to preside over its continued dissolution into a confederation of autonomous business units. This strategy, well underway when he arrived, would have effectively eliminated the corporation that had invented many of the industry's most important technologies.Instead, Gerstner took hold of the company and demanded the managers work together to re-establish IBM's mission as a customer-focused provider of computing solutions. Moving ahead of his critics, Gerstner made the hold decision to keep the company together, slash prices on his core product to keep the company competitive, and almost defiantly announced, "The last thing IBM needs right now is a vision."Who Says Elephants Can't Dance? tells the story of IBM's competitive and cultural transformation. In his own words, Gerstner offers a blow-by-blow account of his arrival at the company and his campaign to rebuild the leadership team and give the workforce a renewed sense of purpose. In the process, Gerstner defined a strategy for the computing giant and remade the ossified culture bred by the company's own success.The first-hand story of an extraordinary turnaround, a unique case study in managing a crisis, and a thoughtful reflection on the computer industry and the principles of leadership, Who Says Elephants Can't Dance? sums up Lou Gerstner's historic business achievement. Taking readers deep into the world of IBM's CEO, Gerstner recounts the high-level meetings and explains the pressure-filled, no-turning-back decisions that had to be made. He also offers his hard-won conclusions about the essence of what makes a great company run.In the history of modern business, many companies have gone from being industry leaders to the verge of extinction. Through the heroic efforts of a new management team, some of those companies have even succeeded in resuscitating themselves and living on in the shadow of their former stature. But only one company has been at the pinnacle of an industry, fallen to near collapse, and then, beyond anyone's expectations, returned to set the agenda. That company is IBM.Lou Gerstener, Jr., served as chairman and chief executive officer of IBM from April 1993 to March 2002, when he retired as CEO. He remained chairman of the board through the end of 2002. Before joining IBM, Mr. Gerstner served for four years as chairman and CEO of RJR Nabisco, Inc. This was preceded by an eleven-year career at the American Express Company, where he was president of the parent company and chairman and CEO of its largest subsidiary. Prior to that, Mr. Gerstner was a director of the management consulting firm of McKinsey & Co., Inc. He received a bachelor's degree in engineering from Dartmouth College and an MBA from Harvard Business School.

    Crossing the Chasm has become the bible for bringing cutting-edge products to progressively larger markets. This edition provides new insights into the realities of high-tech marketing, with special emphasis on the Internet. It's essential reading for anyone with a stake in the world's most exciting marketplace.

    What at first seemed like a case of food poisoning quickly turned critical, and by the time Tom had been transferred via emergency medevac to the world-class medical center at UC San Diego, where both he and Steffanie worked, blood work revealed why modern medicine was failing: Tom was fighting one of the most dangerous, antibiotic-resistant bacteria in the world.Frantic, Steffanie combed through research old and new and came across phage therapy: the idea that the right virus, aka "the perfect predator," can kill even the most lethal bacteria. Phage treatment had fallen out of favor almost 100 years ago, after antibiotic use went mainstream. Now, with time running out, Steffanie appealed to phage researchers all over the world for help. She found allies at the FDA, researchers from Texas A&M, and a clandestine Navy biomedical center -- and together they resurrected a forgotten cure.

    His blog has garnered a devoted following of millions of readers who have come to rely on him to help them run their businesses. A lifelong rap fan, Horowitz amplifies business lessons with lyrics from his favorite songs and tells it straight about everything from firing friends to poaching competitors, from cultivating and sustaining a CEO mentality to knowing the right time to cash in.His advice is grounded in anecdotes from his own hard-earned rise—from cofounding the early cloud service provider Loudcloud to building the phenomenally successful Andreessen Horowitz venture capital firm, both with fellow tech superstar Marc Andreessen (inventor of Mosaic, the Internet's first popular Web browser). This is no polished victory lap; he analyzes issues with no easy answers through his trials, includingdemoting (or firing) a loyal friend;whether you should incorporate titles and promotions, and how to handle them;if it's OK to hire people from your friend's company;how to manage your own psychology, while the whole company is relying on you;what to do when smart people are bad employees;why Andreessen Horowitz prefers founder CEOs, and how to become one;whether you should sell your company, and how to do it.Filled with Horowitz's trademark humor and straight talk, and drawing from his personal and often humbling experiences, The Hard Thing About Hard Things is invaluable for veteran entrepreneurs as well as those aspiring to their own new ventures.

    From economic development, to healthcare, to education and public policy, we rely on numbers to allocate resources and make crucial decisions. But because so much data fails to take into account gender, because it treats men as the default and women as atypical, bias and discrimination are baked into our systems. And women pay tremendous costs for this bias, in time, money, and often with their lives.Celebrated feminist advocate Caroline Criado Perez investigates the shocking root cause of gender inequality and research in Invisible Women​, diving into women’s lives at home, the workplace, the public square, the doctor’s office, and more. Built on hundreds of studies in the US, the UK, and around the world, and written with energy, wit, and sparkling intelligence, this is a groundbreaking, unforgettable exposé that will change the way you look at the world.

    A new generation of multibillion dollar brands have been built without spending a dime on traditional marketing techniques. No press releases, no PR firm, and no billboards in Times Square.It wasn’t luck that took them from tiny start-ups to massive success. They have a new strategy, called Growth Hacking. And it works.In this e-special, bestselling author Ryan Holiday shows how the marketing game has changed forever. He explains the growth hacker mindset and provides a new set of rules—critical information whether you’re an aspiring marketer, an entrepreneur, or a Fortune 500 senior executive.

    Social networks surrender their original missions to more immediately profitable data mining, while brokerage houses abandon value investing for algorithms that drain markets and our 401ks alike--all tactics driven by the need to stoke growth by any means necessary. Instead of taking this opportunity to reprogram our economy for sustainability, we have doubled down on growth as its core command. We have reached the limits of this approach. We must escape the growth trap, once and for all. Media scholar and technology author Douglas Rushkoff--one of today's most original and influential thinkers--argues for a new economic program that utilizes the unique distributive power of the internet while breaking free of the winner-take-all system the growth trap leaves in its wake. Drawing on sources both contemporary and historical, Rushkoff pioneers a new understanding of the old economic paradigm, from central currency to debt to corporations and labor.Most importantly, he offers a series of practical steps for businesses, consumers, investors, and policymakers to remake the economic operating system from the inside out--and prosper along the way. Instead of boycotting Wal-Mart or overtaxing the wealthy, we simply implement strategies that foster the creation of value by stakeholders other than just ourselves. From our currency to our labor to the corporation, every aspect of the economy can be reprogrammed with minimal disruption to create a more equitably distributed prosperity for all.Inspiring and challenging, Throwing Rocks at the Google Bus provides a pragmatic, optimistic, and human-centered model for economic progress in the digital age.

    This staggering amount of information—unprecedented in history—can tell us a great deal about who we are—the fears, desires, and behaviors that drive us, and the conscious and unconscious decisions we make. From the profound to the mundane, we can gain astonishing knowledge about the human psyche that less than twenty years ago, seemed unfathomable.Everybody Lies offers fascinating, surprising, and sometimes laugh-out-loud insights into everything from economics to ethics to sports to race to sex, gender and more, all drawn from the world of big data. What percentage of white voters didn’t vote for Barack Obama because he’s black? Does where you go to school effect how successful you are in life? Do parents secretly favor boy children over girls? Do violent films affect the crime rate? Can you beat the stock market? How regularly do we lie about our sex lives and who’s more self-conscious about sex, men or women?Investigating these questions and a host of others, Seth Stephens-Davidowitz offers revelations that can help us understand ourselves and our lives better. Drawing on studies and experiments on how we really live and think, he demonstrates in fascinating and often funny ways the extent to which all the world is indeed a lab. With conclusions ranging from strange-but-true to thought-provoking to disturbing, he explores the power of this digital truth serum and its deeper potential—revealing biases deeply embedded within us, information we can use to change our culture, and the questions we’re afraid to ask that might be essential to our health—both emotional and physical. All of us are touched by big data everyday, and its influence is multiplying. Everybody Lies challenges us to think differently about how we see it and the world.

    The same twenty-year avoidable disparity exists in the Calton and Lenzie neighborhoods of Glasgow, and in other cities around the world.In Sierra Leone, one in 21 fifteen-year-old women will die in her fertile years of a maternal-related cause; in Italy, the figure is one in 17,100; but in the United States, which spends more on healthcare than any other country in the world, it is one in 1,800. Why?Dramatic differences in health are not a simple matter of rich and poor; poverty alone doesn't drive ill health, but inequality does. Indeed, suicide, heart disease, lung disease, obesity, and diabetes, for example, are all linked to social disadvantage. In every country, people at relative social disadvantage suffer health disadvantage and shorter lives. Within countries, the higher the social status of individuals, the better their health. These health inequalities defy the usual explanations. Conventional approaches to improving health have emphasized access to technical solutions and changes in the behavior of individuals, but these methods only go so far. What really makes a difference is creating the conditions for people to have control over their lives, to have the power to live as they want. Empowerment is the key to reducing health inequality and thereby improving the health of everyone. Marmot emphasizes that the rate of illness of a society as a whole determines how well it functions; the greater the health inequity, the greater the dysfunction.Marmot underscores that we have the tools and resources materially to improve levels of health for individuals and societies around the world, and that to not do so would be a form of injustice. Citing powerful examples and startling statistics ("young men in the U.S. have less chance of surviving to sixty than young men in forty-nine other countries"), The Health Gap presents compelling evidence for a radical change in the way we think about health and indeed society, and inspires us to address the societal imbalances in power, money, and resources that work against health equity.

    Within a few short decades the most hostile of the world’s environments had all been conquered. Likewise, in the twentieth century, medicine transformed human life. Doctors took what was routinely fatal and made it survivable. As modernity brought us ever more into different kinds of extremis, doctors pushed the bounds of medical advances and human endurance. Extreme exploration challenged the body in ways that only the vanguard of science could answer. Doctors, scientists, and explorers all share a defining trait: they push on in the face of grim odds. Because of their extreme exploration we not only understand our physiology better; we have also made enormous strides in the science of healing.Drawing on his own experience as an anesthesiologist, intensive care expert, and NASA adviser, Dr. Kevin Fong examines how cuttingedge medicine pushes the envelope of human survival by studying the human body’s response when tested by physical extremes. Extreme Medicine explores different limits of endurance and the lens each offers on one of the systems of the body. The challenges of Arctic exploration created opportunities for breakthroughs in open heart surgery; battlefield doctors pioneered techniques for skin grafts, heart surgery, and trauma care; underwater and outer space exploration have revolutionized our understanding of breathing, gravity, and much more. Avant-garde medicine is fundamentally changing our ideas about the nature of life and death.Through astonishing accounts of extraordinary events and pioneering medicine, Fong illustrates the sheer audacity of medical practice at extreme limits, where human life is balanced on a knife’s edge. Extreme Medicine is a gripping debut about the science of healing, but also about exploration in its broadest sense—and about how, by probing the very limits of our biology, we may ultimately return with a better appreciation of how our bodies work, of what life is, and what it means to be human.