Levitin shifts his keen insights from your brain on music to your brain in a sea of details.The information age is drowning us with an unprecedented deluge of data. At the same time, we’re expected to make more—and faster—decisions about our lives than ever before. No wonder, then, that the average American reports frequently losing car keys or reading glasses, missing appointments, and feeling worn out by the effort required just to keep up.But somehow some people become quite accomplished at managing information flow. In The Organized Mind, Daniel J. Levitin, PhD, uses the latest brain science to demonstrate how those people excel—and how readers can use their methods to regain a sense of mastery over the way they organize their homes, workplaces, and time.With lively, entertaining chapters on everything from the kitchen junk drawer to health care to executive office workflow, Levitin reveals how new research into the cognitive neuroscience of attention and memory can be applied to the challenges of our daily lives. This Is Your Brain on Music showed how to better play and appreciate music through an understanding of how the brain works. The Organized Mind shows how to navigate the churning flood of information in the twenty-first century with the same neuroscientific perspective.

    The physical sciences and engineering claim to be the basis of modern technology and therefore of modern life; the social sciences discuss big issues of governance, for example, democracy and taxation; the humanities claim that they revive your soul after it has been deadened by exposure to the physical and social sciences and to engineering. Where does the subject "games of strategy," often also called game theory, fit into this picture, and why should you study it? Dixit and Skeath's Games of Strategy offers a practical motivation much more individual and closer to your personal concerns than most other subjects. You play games of strategy all the time: with your parents, siblings, friends, enemies, even with your professors. You have probably acquired a lot of instinctive expertise, and we hope you will recognize in what follows some of the lessons you have already learned. This book's authors will build on this experience, systematize it, and develop it to the point where you will be able to improve your strategic skills and use them more methodically. Opportunities for such uses will appear throughout the rest of your life; you will go on playing such games with your employers, employees, spouses, children, and even strangers. Not that the subject lacks wider importance. Similar games are played in business, politics, diplomacy, wars--in fact, whenever people interact to strike mutually agreeable deals or to resolve conflicts. Being able to recognize such games will enrich your understanding of the world around you, and will make you a better participant in all its affairs.

    An invaluable resource for any manager or professional, this book offers a collection of proven, practical methods for simplifying any problem and making faster, better decisions every time.

    A lively and still one of the best introductions to philosophy, this book pays off both a closer reading for students and specialists, and a casual reading for the general public.

    All those vessels going to the brain. Carrying nutrients so you can think. Which I hadn’t . . . I was stunned. But I hadn’t lost yet. I still had the phone. And two options." There are a select few people who get things done. Spies are first among them. In a 45 minute read, a former spy introduces two simple tools for thinking. The first describes how we think. The second helps us think ahead. They are the essential tools for getting things done. The tools are applied to an incident in a subway car in Europe where a spy faces a new enemy. Then, they're reapplied to Saddam Hussein's stockpiling (or not) of weapons of mass destruction. John Braddock was a case officer at the CIA. He developed, recruited and handled sources on weapons proliferation, counter-terrorism and political-military issues. A former university research fellow, he is now a strategy consultant. He helps people and organizations think more effectively about their strategy, their customers and the competition.

    This is an irresistible guide to clear thinking and understanding of the art of debate.

    I have selected a small set of common errors in reasoning and visualized them using memorable illustrations that are supplemented with lots of examples. The hope is that the reader will learn from these pages some of the most common pitfalls in arguments and be able to identify and avoid them in practice.

    Dennett has engaged questions about science and the workings of the mind. His answers have combined rigorous argument with strong empirical grounding. And a lot of fun.Intuition Pumps and Other Tools for Thinking offers seventy-seven of Dennett’s most successful "imagination-extenders and focus-holders" meant to guide you through some of life’s most treacherous subject matter: evolution, meaning, mind, and free will. With patience and wit, Dennett deftly deploys his thinking tools to gain traction on these thorny issues while offering readers insight into how and why each tool was built.Alongside well-known favorites like Occam’s Razor and reductio ad absurdum lie thrilling descriptions of Dennett’s own creations: Trapped in the Robot Control Room, Beware of the Prime Mammal, and The Wandering Two-Bitser. Ranging across disciplines as diverse as psychology, biology, computer science, and physics, Dennett’s tools embrace in equal measure light-heartedness and accessibility as they welcome uninitiated and seasoned readers alike. As always, his goal remains to teach you how to "think reliably and even gracefully about really hard questions."A sweeping work of intellectual seriousness that’s also studded with impish delights, Intuition Pumps offers intrepid thinkers—in all walks of life—delicious opportunities to explore their pet ideas with new powers.

    Though following best practice can help in some ways, it also poses a danger: By emulating what a great leader did in a particular situation, you'll likely be terribly disappointed with your own results. Why? Your situation is different.Instead of focusing on what exceptional leaders do, we need to understand and emulate how they think. Successful businesspeople engage in what Martin calls integrative thinking creatively resolving the tension in opposing models by forming entirely new and superior ones. Drawing on stories of leaders as diverse as AG Lafley of Procter & Gamble, Meg Whitman of eBay, Victoria Hale of the Institute for One World Health, and Nandan Nilekani of Infosys, Martin shows how integrative thinkers are relentlessly diagnosing and synthesizing by asking probing questions including: What are the causal relationships at work here? and What are the implied trade-offs?Martin also presents a model for strengthening your integrative thinking skills by drawing on different kinds of knowledge including conceptual and experiential knowledge.Integrative thinking can be learned, and The Opposable Mind helps you master this vital skill.

    Reasoning skills help us make sense of the world, including how to better make decisions, tackle opportunities, evaluate claims, and solve problems. Interwoven within the book's five sections — Perception & Mindset, Decision Making, Creative Thinking, Analyzing Arguments, and Mastering Logic — reader's will discover 50 reasoning tips that summarize the common themes behind classic reasoning problems and situations. Appendixes contain summaries of fallacious reasoning, analogies, trade-offs, and a review of critical reading skills. A wealth of examples, charts, and insightful problems makes The Little Blue Reasoning Book an invaluable guide for any individual wanting to further sharpen his or her thinking skills.Enjoy the benefits of your own self-paced reasoning course:*Gain insights into the four classic mindsets and how each influences one's outlook.*Make better decisions by framing problems with quantitative tools.*Employ creative thinking to bypass "roadblocks" and unlock novel solutions.*Evaluate claims by challenging the strength of key assumptions.*Use logic to break down arguments in a clear, easy-to-understand manner.*Review the 10 classic trade-offs to speed recognition of core issues.*Read with added clarity, whether your goal involves pleasure or profit.

    Topics covered range from the difference between deductive and inductive reasoning, to a discussion of how to highlight the structure of information.

    It presents a profound and challenging investigation into the nature of human reason, its knowledge and its illusions. Reason, Kant argues, is the seat of certain concepts that precede experience and make it possible, but we are not therefore entitled to draw conclusions about the natural world from these concepts. The Critique brings together the two opposing schools of philosophy: rationalism, which grounds all our knowledge in reason, and empiricism, which traces all our knowledge to experience. Kant's transcendental idealism indicates a third way that goes far beyond these alternatives.

    If the facts don't hang together on a latticework of theory, you don't have them in a usable form. You've got to have models in your head."- Charlie Munger, investor, vice chairman of Berkshire HathawayThe world's greatest problem-solvers, forecasters, and decision-makers all rely on a set of frameworks and shortcuts that help them cut through complexity and separate good ideas from bad ones. They're called mental models, and you can find them in dense textbooks on psychology, physics, economics, and more.Or, you can just read Super Thinking, a fun, illustrated guide to every mental model you could possibly need. How can mental models help you? Well, here are just a few examples... • If you've ever been overwhelmed by a to-do list that's grown too long, maybe you need the Eisenhower Decision Matrix to help you prioritize. • Use the 5 Whys model to better understand people's motivations or get to the root cause of a problem. • Before concluding that your colleague who messes up your projects is out to sabotage you, consider Hanlon's Razor for an alternative explanation. • Ever sat through a bad movie just because you paid a lot for the ticket? You might be falling prey to Sunk Cost Fallacy. • Set up Forcing Functions, like standing meeting or deadlines, to help grease the wheels for changes you want to occur.So, the next time you find yourself faced with a difficult decision or just trying to understand a complex situation, let Super Thinking upgrade your brain with mental models.Note: in the US the subtitle is The Big Book of Mental Models and outside it is Upgrade Your Reasoning and Make Better Decisions with Mental Models.

    Edited by Peter D. Kaufman. Brand New.

    Godin shows that winners quit fast, quit often, and quit without guilt--until they commit to beating the right Dip.Every new project (or job, or hobby, or company) starts out fun...then gets really hard, and not much fun at all. You might be in a Dip--a temporary setback that will get better if you keep pushing. But maybe it's really a Cul-de-Sac--a total dead end. What really sets superstars apart is the ability to tell the two apart.Winners seek out the Dip. They realize that the bigger the barrier, the bigger the reward for getting past it. If you can beat the Dip to be the best, you'll earn profits, glory, and long-term security. Whether you're an intern or a CEO, this fun little book will help you figure out if you're in a Dip that's worthy of your time, effort, and talents. The old saying is wrong--winners do quit, and quitters do win.