There’s a science to improving your critical thinking, weighing pros and cons, and avoiding the traps that take you down the wrong path. We can systematically make decisions that will improve our lives if we just know what to focus on. Learn why most of our instincts about decisions are flat-out wrong. The Science of Intelligent Decision Making will teach you to seize control of your life and make sure your decisions aren’t making you . This book cites years of research and scientific studies about what constitutes a great decision and the factors that will inevitably lead you there. It is an in-depth look at human nature and psychology and why we think the way we do. It’s largely subconscious, but easily overcome with the methodologies described within. Think more quickly and more thoroughly – at the same time. Peter Hollins has studied psychology and the human condition for over a dozen years. This book contains tactics pulled from his personal experience, as well as some of the most famous studies in decision theory and social psychology to help you make snap decisions. Beat analysis paralysis. • Learn your subconscious motivations, needs, and desires. • Discover the surprising causes and cures for decision fatigue. • Over 10 of the most dangerous cognitive biases and decision traps. • How to make your pros and cons lists incredibly useful. Never have “buyer’s remorse” regrets again. • The 6 Hats Method of intelligent decisions. • How to make group decisions optimally. • The WRAP method of preparing for failure. • How to think outside the box and creatively solve problems. Remove the stress of tough and uncertain decisions forever. When you master decision making, you can control your happiness and seize the opportunities life gives you. Better decisions more information and understanding and less stress and anxiety. What if you could predict the future with consistency through your decisions? You will fail far less, stop wasting your time, and cut down on the regrets in your life. Wise choices will allow you to perform under pressure, and even strategically think outside the box. Start choosing happiness by QUICKLY AND DECISIVELY clicking the BUY NOW button at the top of this page.

    What you'll find here is practical magic: unique knowledge, drawn from a variety of sciences, revealing what charisma really is and how it works. You'll get both the insights and the techniques you need to apply this knowledge. The world will become your lab, and every person you meet, a chance to experiment.The Charisma Myth is a mix of fun stories, sound science, and practical tools. Cabane takes a hard scientific approach to a heretofore mystical topic, covering what charisma actually is, how it is learned, what its side effects are, and how to handle them.

    So you want to know how to compose the winning arguent? How to prepare it? Deliver it? Spense believes that argument begins with the person, and that to argue successfully one must accomplish more than mere teechnique. He maintains that success in arguments, as in life, is a derivative of personal growth, of discoverring who we are, and embracing the uniqueness that is individual to each of us. The Laws of Arguing According to Gerry Spence1. Everyone is capable of making the winning aargument.2. Winning is getting what we want, which also means helping "others" get what they want.3. Learn that words are a weapon, and can be used hostilely in combat.4. Know that there is always a "biological advantage" of delivering the TRUTH.5. Assault is not argument.6. Use fear as an ally in pubic speaking or in argument. Learn to convert its energy.7. Let emotions show and don't discourage passion.8. Don't be blinded by brilliance.9. Learn to speak with the body. The body sometimes speaks more powerfully than words. 10 Know that the enemy is not the person with whom we are engaged in a failing argument, but the vision within ourselves

    If you’ve ever walked a colleague through a new program, you’re a teacher. If you’ve ever coached anyone on how to kick a football, you’re a teacher. If you’ve ever been a parent… enough said. The problem, however, is that very few of us have ever been taught how to teach!Drawing on Jared Cooney Horvath’s 15 years of experience conducting brain research at prominent universities, teaching students from 10 to 80 years of age, and working with organisations and schools across 4 continents, Stop Talking, Start Influencing outlines 12 scientific principles of how people learn. The result is a book that shows readers how to impart their knowledge to others in a manner that truly influences them. From the challenges of learning through a PowerPoint presentation to the debilitating ‘error alarm’ that can kick in when students make a mistake, the common barriers to learning are explained and tackled. Nearly every day we work to disseminate wisdom to others, so why not ensure that wisdom is retained?For every business leader sick of repeating themselves ad nauseam to colleagues and clients, for every coach tired of endlessly drilling athletes without seeing meaningful improvement, for every entrepreneur who’s had enough of pouring their heart into presentations only to see no lasting impact among the audience… it’s time to stop talking and start influencing!

    Barnum. Some laws teach the need for prudence (“Law 1: Never Outshine the Master”), others teach the value of confidence (“Law 28: Enter Action with Boldness”), and many recommend absolute self-preservation (“Law 15: Crush Your Enemy Totally”). Every law, though, has one thing in common: an interest in total domination. In a bold and arresting two-color package, The 48 Laws of Power is ideal whether your aim is conquest, self-defense, or simply to understand the rules of the game.

    Everyone who wants to make the world a better place becomes possessed by a grand idea.But what does it take to turn your idea into action?  Whether you are an entrepreneur, intrapreneur, or not-for-profit crusader, there’s no shortage of advice available on issues such as writing a business plan, recruiting, raising capital, and branding. In fact, there are so many books, articles, and Web sites that many startups get bogged down to the point of paralysis. Or else they focus on the wrong priorities and go broke before they discover their mistakes. In The Art of the Start, Guy Kawasaki brings two decades of experience as one of business’s most original and irreverent strategists to offer the essential guide for anyone starting anything, from a multinational corporation to a church group. At Apple in the 1980s, he helped lead one of the great companies of the century, turning ordinary consumers into evangelists. As founder and CEO of Garage Technology Ventures, a venture capital firm, he has field-tested his ideas with dozens of newly hatched companies. And as the author of bestselling business books and articles, he has advised thousands of people who are making their startup dreams real. From raising money to hiring the right people, from defining your positioning to creating a brand, from creating buzz to buzzing the competition, from managing a board to fostering a community, this book will guide you through an adventure that’s more art than science—the art of the start.

    The Harvard Business Review Paperback Series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. Here are the landmark ideas that have established the Harvard Business Review as required reading for ambitious businesspeople in organizations around the globe. Articles include: Listening to People by Ralph G. Nichols and Leonard A. Stevens; How to Run a Meeting by Anthony Jay; Creative Meetings Through Power Sharing by George M. Prince; Nobody Trusts the Boss Completely--Now What? by Fernando Bartolome; Skilled Incompetence by Chris Argyris; The Hidden Messages Managers Send by Michael B. McCaskey; Reaching and Changing Frontline Employees by T.J. Larkin and Sandar Larkin; and How Management Teams Can Have a Good Fight by Kathleen M. Eisenhardt, Jean L. Kahwajy, and L.J. Bourgeois, III.

     In an incredibly entertaining and inspiring narrative that draws on countless stories from their work at IDEO, the Stanford d.school, and with many of the world's top companies, David and Tom Kelley identify the principles and strategies that will allow us to tap into our creative potential in our work lives, and in our personal lives, and allow us to innovate in terms of how we approach and solve problems.  It is a book that will help each of us be more productive and successful in our lives and in our careers.

    Well known author, Fred Luthans is the 5th highest Publisher in Academy of Management Journals, is a senior research scientist with the Gallup Organization, and continues to do research in the organizational behavior area. Organizational Behavior, 11th Edition is ideal for instructors who take a research-based and conceptual approach to their OB course.

    Yet most of us don’t know how to read body language–and don’t realize how our own physical movements speak to others. Now the world’s foremost experts on the subject share their techniques for reading body language signals to achieve success in every area of life.Drawing upon more than thirty years in the field, as well as cutting-edge research from evolutionary biology, psychology, and medical technologies that demonstrate what happens in the brain, the authors examine each component of body language and give you the basic vocabulary to read attitudes and emotions through behavior. Discover:• How palms and handshakes are used to gain control• The most common gestures of liars• How the legs reveal what the mind wants to do• The most common male and female courtship gestures and signals• The secret signals of cigarettes, glasses, and makeup• The magic of smiles–including smiling advice for women• How to use nonverbal cues and signals to communicate more effectively and get the reactions you wantFilled with fascinating insights, humorous observations, and simple strategies that you can apply to any situation, this intriguing book will enrich your communication with and understanding of others–as well as yourself.

     Featuring a new foreword by Ariel Emanuel and Patrick WhitesellMark H. McCormack, one of the most successful entrepreneurs in American business, is widely credited as the founder of the modern-day sports marketing industry. On a handshake with Arnold Palmer and less than a thousand dollars, he started International Management Group and, over a four-decade period, built the company into a multimillion-dollar enterprise with offices in more than forty countries.To this day, McCormack's business classic remains a must-read for executives and managers at every level. Relating his proven method of "applied people sense" in key chapters on sales, negotiation, reading others and yourself, and executive time management, McCormack presents powerful real-world guidance on- the secret life of a deal - management philosophies that don't work (and one that does) - the key to running a meeting--and how to attend one - the positive use of negative reinforcement - proven ways to observe aggressively and take the edge - and much more Praise for What They Don't Teach You at Harvard Business School "Incisive, intelligent, and witty, What They Don't Teach You at Harvard Business School is a sure winner--like the author himself. Reading it has taught me a lot."--Rupert Murdoch, executive chairman, News Corp, chairman and CEO, 21st Century Fox "Clear, concise, and informative . . . Like a good mentor, this book will be a valuable aid throughout your business career."--Herbert J. Siegel, chairman, Chris-Craft Industries, Inc."Mark McCormack describes the approach I have personally seen him adopt, which has not only contributed to the growth of his business, but mine as well."--Arnold Palmer"There have been what we love to call dynasties in every sport. IMG has been different. What this one brilliant man, Mark McCormack, created is the only dynasty ever over all sport."--Frank Deford, senior contributing writer, Sports Illustrated

    No organization—or individual—can successfully compete in the marketplace, achieve goals and objectives, provide outstanding service, engage in exceptional teamwork, or develop people without personal accountability.   John G. Miller believes that the troubles that plague organizations cannot be solved by pointing fingers and blaming others. Rather, the real solutions are found when each of us recognizes the power of personal accountability. In QBQ! The Question Behind the Question®, Miller explains how negative, ill-focused questions like “Why do we have to go through all this change?” and “Who dropped the ball?” represent a lack of personal accountability. Conversely, when we ask better questions—QBQs—such as “What can I do to contribute?” or “How can I help solve the problem?” our lives and our organizations are transformed.THE QBQ! PROMISEThis remarkable and timely book provides a practical method for putting personal accountability into daily actions, with astonishing results: problems are solved, internal barriers come down, service improves, teams thrive, and people adapt to change more quickly. QBQ! is an invaluable resource for anyone seeking to learn, grow, and change. Using this tool, each of us can add tremendous worth to our organizations and to our lives by eliminating blame, victim-thinking, and procrastination.                                                                                                 QBQ! was written more than a decade ago and has helped countless readers practice personal accountability at work and at home. This version features a new foreword, revisions and new material throughout, and a section of  FAQs that the author has received over the years.

    uses the latest research from the fields of motivation, creativity, behavioral economics, neuroscience, and management to reveal what really makes us successful at work. Combining powerful stories with cutting edge findings, Friedman shows leaders at every level how they can use scientifically-proven techniques to promote smarter thinking, greater innovation, and stronger performance. Among the many surprising insights, Friedman explains how learning to think like a hostage negotiator can help you diffuse a workplace argument, why placing a fish bowl near your desk can elevate your thinking, and how incorporating strategic distractions into your schedule can help you reach smarter decisions. Along the way, the book introduces the inventor who created the cubicle, the president who brought down the world’s most dangerous criminal, and the teenager who single-handedly transformed professional tennis—vivid stories that offer unexpected revelations on achieving workplace excellence. Brimming with counterintuitive insights and actionable recommendations, The Best Place to Work offers employees and executives alike game-changing advice for working smarter and turning any organization—regardless of its size, budgets, or ambitions—into an extraordinary workplace.

    There is no in-between. Kevin Lawrence has discovered seventeen habits that allow any leader to transcend the perils of success and keep achieving—habits that have already helped hundreds of CEOs and executives become stronger and more resilient. Obsessed with understanding why successful people crash and burn, Lawrence has studied and tested virtually every leadership theory known to humankind in his two decades as a business advisor. His straight-talk advice in Your Oxygen Mask First will surprise and propel even the most seasoned leaders as he cuts through the platitudes and jargon to share the best tools he has found to ensure your survival, no matter how high you fly.

    Here are the landmark ideas that have established the Harvard Business Review as required reading for ambitious business people in organizations around the globe. From the seminal article "Leading Change" by John Kotter to Paul Strebel on why employees so often resist change, Harvard Business Review on Change is the most comprehensive resource available for embracing corporate change--and using it to your company's greatest advantage. Articles include: Leading Change: Why Transformation Efforts Fail by John P. Kotter; Building Your Company's Vision by James C. Collins and Jerry I. Porras; Managing Change: The Art of Balancing by Jeanie Daniel Duck; The Reinvention Roller Coaster: Risking the Present for a Powerful Future by Tracy Goss, Richard T. Pascale, and Anthony G. Athos; Changing the Mind of the Corporation by Roger Martin; Why Do Employees Resist Change? by Paul Strebel; Reshaping an Industry: Lockheed Martin's Survival Story by Norman R. Augustine; and Successful Change Programs Begin with Results by Robert H. Schaffer and Harvey A. Thomson.