People can use economics and they can use statistics and numbers to get at the truth and there is a real appetite for doing so. This is such a BBC thing to say--there’s almost a public service mission to be fulfilled in educating people about economics. When I wrote The Undercover Economist, it was all about my pure enthusiasm for the subject; the book is full of stuff I wanted to say and that is always the thing with the books: they are always such fun to write. Do you think that people these days are generally more economically literate? People are now aware of economics for various reasons. There are the problems with the economy--there is always more interest in economics when it is all going wrong. Where is the border line in your new book between economics and sociology? I don’t draw a border line, and particularly not with the new book. The Undercover Economist was basically all the cool economics I could think of and The Logic of Life was me investigating a particular part of economics. All of the references in The Logic of Life were academic economics papers that I had related--and hopefully made more fun. This new book, Adapt, is very different. I have started by asking what is wrong with the world, what needs fixing, how does it work--and if economics can tell us something about that (which it can) then I have used it. And if economics is not the tool that you need--if you need to turn to sociology or engineering or biology or psychology--I have, in fact, turned to all of them in this book. If that’s what you need, then that’s where I have gone. So I have written this book in a different way: I started with a problem and tried to figure out how to solve it. What specific subjects do you tackle? To be a bit more specific, the book is about how difficult problems get solved and I look at quick change; the banking crisis; poverty; innovation, as I think there is an innovation slow-down; and the war in Iraq. Also, I look at both problems in business and in everyday life. Those are the big problems that I look at--and my conclusion is that these sorts of problems only ever get solved by trial and error, so when they are being solved, they are being solved through experimentation, which is often a bottom-up process. When they are not being solved it is because we are not willing to experiment, or to use trial and error. Do you think companies will change to be much more experimental, with more decisions placed in the hands of employees? I don’t think that is necessarily a trend, and the reason is that the market itself is highly experimental, so if your company isn’t experimental it may just happen to have a really great, successful idea--and that’s fine; if it doesn’t, it will go bankrupt. But that said, it is very interesting to look at the range of companies who have got very into experimentation--they range from the key-cutting chain Timpson’s to Google; you can’t get more different than those two firms, but actually the language is very similar; the recruitment policies are similar; the way the employees get paid is similar. The “strap line” of the book is that “Success always starts with failure.” You are a successful author… so what was the failure that set you up for success? I was working on a book before The Undercover Economist… it was going to be a sort of Adrian Mole/Bridget Jones’ Diary-styled fictional comedy, in which the hero was this economist and through the hilarious things that happened to him, all these economic principles would be explained--which is a great idea--but the trouble is that I am not actually funny. Another example would be my first job as a management consultant… and I was a terrible management consultant. I crashed out after a few months. Much better that, than to stick with the job for two or three years-- a lot of people say you have got to do that to “show your commitment.” Taking the job was a mistake--why would I need to show my commitment to a mistake? Better to realise you made a mistake, stop and do something else, which I did. That idea that “failure breeds success” is central to most entrepreneurs. Do you think we need more of it in the UK? I think that the real problem is not failure rates in business; the problem is failure rates in politics. We need a much higher failure rate in politics. What actually happens is politicians--and this is true of all political parties--have got some project and they’ll say, “Right, we are going to do this thing,” and it is quite likely that idea is a bad idea--because most ideas fail; the world is complicated and while I don’t have the numbers for this, most ideas are, as it turns out, not good ideas. But they never collect the data, or whatever it is they need to measure, to find out where their idea is failing. So they have this bad idea, roll this bad idea out and the bad idea sticks, costs the country hundreds, millions, or billions of pounds, and then the bad idea is finally reversed by the next party on purely ideological grounds and you never find out whether it really worked or not. So we have this very, very low willingness to collect the data that would be necessary to demonstrate failure, which is the bit we actually need. To give a brief example: Ken Livingstone, as Mayor of London, came along and introduced these long, bendy buses. Boris Johnson came along and said, “If you elect me, I am going to get rid of those big bendy buses and replace them with double-decker buses.” He was elected and he did it, so… which one of them is right? I don’t know. I mean, isn’t that crazy? I know democracy is a wonderful thing and we voted for Ken Livingstone and we voted for Boris Johnson, but it would be nice to actually have the data on passenger injury rates, how quickly people can get on and off these buses, whether disabled people are using these buses… the sort of basic evidence you would want to collect. Based on that, are you a supporter of David Cameron’s “Big Society”, which in a sense favours local experimentation over central government planning? Well, I have some sympathy for the idea of local experimentation, but what worries me is that we have to have some mechanism that is going to tell you what is working and what is not--and there is no proposal for that. Cameron’s Tories seem to have the view that ‘if it is local then it will work.’ In my book, I have all kinds of interesting case studies of situations where localism really would have worked incredibly well, as in, say, the US Army in Iraq. But I have also got examples of where localism did not work well at all--such as a corruption-fighting drive in Indonesia. Is the new book, Adapt, your movement away from economic rationalist to management guru? Are you going to cast your eye over bigger problems? The two changes in Adapt are that I have tried to start with the problem, rather than saying, “I have got a hammer--I’m going to look for a nail.” I started with a nail and said, “Ok, look, I need to get this hammered in.” So I have started with the problem and then looked anywhere for solutions. And the second thing is that I have tried to do is write with more of a narrative. This is not a Malcolm Gladwell book, but I really admire the way that people like Gladwell get quite complex ideas across because they get you interested in the story; that is something that I have tried to do more of here. I am not too worried about it, because I know that I am never going to turn into Malcolm Gladwell--I am always going to be Tim Harford--but it doesn’t hurt to nudge in a certain direction. On Amazon, we recommend new book ideas to people: “If you like Tim Harford you may like…”, but what does Tim Harford also like? I read a lot of books, mostly non-fiction and in two categories: people who I think write a lot better than I do, and people who think about economics more deeply than I do. In the first category I am reading people like Michael Lewis, Kathryn Schulz (I loved her first book, Being Wrong), Malcolm Gladwell and Alain de Botton. In the second category, I read lots of technical economics books, but I enjoy Steven Landsburg, Edward Glaeser (who has a book out now which looks good), Bill Easterly… I don’t necessarily agree with all of these people! When I am not reading non-fiction, I am reading comic books or 1980s fantasy authors like Jack Vance.

    A lifelong Marine widely considered to be one of America's greatest generals, Mattis was committed to keeping America safe. Yet he served a President whose actions were frequently unpredictable and impulsive with far-reaching consequences.Often described as the administration's "adult in the room," Mattis has said very little about his difficult role, and since his resignation has kept his views of the President and his policies private. Now, Mattis's former chief speechwriter and communications director, Guy Snodgrass, brings readers behind that curtain. Drawing on meticulous notes from his seventeen months working with Mattis, Snodgrass reveals how one of the nation's greatest generals walked a political tightrope while leading the world's most powerful military.Snodgrass gives us a fly-on-the-wall view as Mattis...* Reacted when learning about major policy decisions via Twitter rather than from the White House.* Minimized the damage done to our allies and diplomatic partners.* Slow-rolled some of Trump's most controversial measures, with no intention of following through.As the first book written by an insider with firsthand knowledge of key decisions and moments in history, Holding the Line is a must-read for those who care about the presidency and America's national security. It's filled with never-before-told stories that will both alarm and reassure, a testament to the quiet and steady efforts of General Mattis and the dedicated men and women he led at the Department of Defense.

    “One of America’s finest political commentators” (Michael J. Sandel), Tomasky ranges across centuries and disciplines to show how America has almost always had two dominant parties that are existentially, and often violently, opposed. When he turns to our current era, he does so with striking insight that will challenge readers to reexamine what they thought they knew. Finally, not content merely to diagnose these problems, Tomasky offers a provocative agenda for how we can help fix our broken political system—from ranked-choice voting and at-large congressional elections to expanding high school civics education nationwide.Combining revelatory data with trenchant analysis, Tomasky tells us how the nation broke apart and points us toward a more hopeful political future.

    Its coherence and ambition are unmatched by other military literature. On War is full of sharp observation, biting irony, and memorable phrases, the most famous being, "War is a continuation of politics by other means."About the AuthorExcept for a brief stint in 1812 when he served in the Russian army, Clausewitz spent his whole career, from the age of twelve until his death in 1831, in the Prussian army. He fought in all the major Prussian campaigns against France, and his most fateful experience - the 1806 Battle of Jena-Auerstedt, in which Napoleon destroyed the Prussian army - inspired him to write On War.

    In this book legendary global business consultant Vijay Mahajan reveals this remarkable marketplace in all its richness and complexity, and helps companies understand the massive opportunity it presents.

    By his late forties, he'd gone from Princeton to Harvard Law to dramatic success as a prosecutor and attorney general to the governorship of New York. Many thought he would become the first Jewish president of the United States. Then came the prostitution scandal that shocked and mystified the nation. Peter Elkind's definitive account gets at all sides of this complex man: the well-intentioned do-gooder, the aggressive lawyer, the hardball politician, the dutiful son, the loving husband and father, and the secretive "Client 9" of the Emperor's Club escort service. Elkind interviewed dozens of key sources ranging from Spitzer's family, friends, and closest aides, to targets of his high-profile investigations, to central players in the prostitution ring. He reveals many groundbreaking new details about Spitzer's rise, his short time as governor, and the way his enemies plotted against him. The result is a gripping, almost Shakespearean narrative-a tragedy of one man's noble intentions and fatal flaws and the powerful forces (both internal and external) that destroyed him.

    In May 2002, Tillman walked away from his $3.6 million NFL contract to enlist in the United States Army. He was deeply troubled by 9/11, and he felt a strong moral obligation to join the fight against al-Qaeda and the Taliban. Two years later, he died on a desolate hillside in southeastern Afghanistan.Though obvious to most of the two dozen soldiers on the scene that a ranger in Tillman’s own platoon had fired the fatal shots, the Army aggressively maneuvered to keep this information from Tillman’s wife, other family members, and the American public for five weeks following his death. During this time, President Bush repeatedly invoked Tillman’s name to promote his administration’s foreign policy. Long after Tillman’s nationally televised memorial service, the Army grudgingly notified his closest relatives that he had “probably” been killed by friendly fire while it continued to dissemble about the details of his death and who was responsible.In Where Men Win Glory, Jon Krakauer draws on Tillman’s journals and letters, interviews with his wife and friends, conversations with the soldiers who served alongside him, and extensive research on the ground in Afghanistan to render an intricate mosaic of this driven, complex, and uncommonly compelling figure as well as the definitive account of the events and actions that led to his death. Before he enlisted in the army, Tillman was familiar to sports aficionados as an undersized, overachieving Arizona Cardinals safety whose virtuosity in the defensive backfield was spellbinding. With his shoulder-length hair, outspoken views, and boundless intellectual curiosity, Tillman was considered a maverick. America was fascinated when he traded the bright lights and riches of the NFL for boot camp and a buzz cut. Sent first to Iraq—a war he would openly declare was “illegal as hell”—and eventually to Afghanistan, Tillman was driven by complicated, emotionally charged, sometimes contradictory notions of duty, honor, justice, patriotism, and masculine pride, and he was determined to serve his entire three-year commitment. But on April 22, 2004, his life would end in a barrage of bullets fired by his fellow soldiers.Krakauer chronicles Tillman’s riveting, tragic odyssey in engrossing detail highlighting his remarkable character and personality while closely examining the murky, heartbreaking circumstances of his death. Infused with the power and authenticity readers have come to expect from Krakauer’s storytelling, Where Men Win Glory exposes shattering truths about men and war.From the inside cover of ISBN 0385522266 / 9780385522267

    

    is the definitive book on money and politics in the Trump era. It examines every aspect of the president's portfolio: his exclusive clubs, D.C. hotel, overseas partnerships, commercial properties, personal mansions and private planes.It also investigates Trump associates. The president's disregard for norms set the tone at the top of the federal government, sparking a trickle-down ethics crisis with no precedent in modern American history. Trump appointed an inner circle of centimillionaires and billionaires--including Jared Kushner, Wilbur Ross and Carl Icahn--who all arrived in Washington with their own conflict-ridden portfolios. With the president as their guide, they busted through barriers meant to separate their financial holdings from their government roles.Alexander tracks hundreds of millions flowing freely between big businesses and President Trump. He explains, in plain language, how Donald Trump bought and sold the presidency. In the tradition of game-changing political exposés like Dark Money, White House, Inc. represents the most complete financial account of the Trump presidency.

    Hes also one of the most controversial CEOs in history, allegedly throwing epic tantrums, firing staff in elevators, and taking credit for other peoples achievements. So whats the real story? According to Leander Kahney, who has covered Jobs since the early 1990s as a reporter, editor, and book author, hes a fascinating bundle of contradictions. Hes an elitist who thinks most people are bozosbut he makes gadgets so easy to use, a bozo can master them. Hes a mercurial obsessive with a filthy temperbut he forges deep partnerships with creative geniuses like Steve Wozniak, Jonathan Ive, and John Lasseter. Hes a Buddhist and antimaterialistbut he produces mass-market products in Asian factories, and he promotes them with absolute mastery of the crassest medium, advertising. In short, Jobs has embraced the personality traits that some consider flawsnarcissism, perfectionism, total faith in his intuitionto lead Apple and Pixar to triumph against steep odds. And in the process, he has become a self-made billionaire. After interviewing more Apple insiders than any previous author, Kahney has distilled the principles that guide Jobs as he launches killer products, attracts fanatically loyal customers, and manages some of the worlds most powerful brands.

    It covers his captivating adventures including his almost single-handed responsibility for establishing the first media empire, the first public library, the first fire brigade, the University of Pennsylvania, and the first book club and the first franchise.

    Roosevelt during the 1930s and by the richest man in the world, Texas oil baron Nelson Bunker Hunt, during the 1970s altered the course of American and world history. FDR pumped up the price of silver to help jump start the U.S. economy during the Great Depression, but this move weakened China, which was then on the silver standard, and facilitated Japan's rise to power before World War II. Bunker Hunt went on a silver-buying spree during the 1970s to protect himself against inflation and triggered a financial crisis that left him bankrupt.Silver has been the preferred shelter against government defaults, political instability, and inflation for most people in the world because it is cheaper than gold. The white metal has been the place to hide when conventional investments sour, but it has also seduced sophisticated investors throughout the ages like a siren. This book explains how powerful figures, up to and including Warren Buffett, have come under silver's thrall, and how its history guides economic and political decisions in the twenty-first century.

    The book shines much-needed light on this group of small nations, largely unnoticed by the industrialized West, that are dropping further and further behind the majority of the world's people, often falling into an absolute decline in living standards. A struggle rages within each of these nations between reformers and corrupt leaders--and the corrupt are winning. Collier analyzes the causes of failure, pointing to a set of traps that ensnare these countries, including civil war, a dependence on the extraction and export of natural resources, and bad governance. Standard solutions do not work, he writes; aid is often ineffective, and globalization can actually make matters worse, driving development to more stable nations. What the bottom billion need, Collier argues, is a bold new plan supported by the Group of Eight industrialized nations. If failed states are ever to be helped, the G8 will have to adopt preferential trade policies, new laws against corruption, new international charters, and even conduct carefully calibrated military interventions. Collier has spent a lifetime working to end global poverty. In The Bottom Billion, he offers real hope for solving one of the great humanitarian crises facing the world today.

    At the time cameras and reporters were present. But how much more would we have learned if we could have traveled the globe with Richard Nixon and met privately with others who have shaped the modern world?Richard Nixon knew virtually every major foreign leader since World War II—some at the pinnacle of power, some during their “years in the wilderness” out of power, and still others toward the end of their lives. His was an unparalleled opportunity to gain insight into the nature of the powerful and qualities of leadership.In Leaders, Nixon shares these insights and experiences. He illustrates these leaders in private, assesses their careers, recalls words of wisdom, and brings to bear his own judgments. We meet the co-architects of the New Japan, Douglas MacArthur and Shigeru Yoshida. Encountering the legendary leaders of China—Mao Zedong, Zhou Enlai, and Chiang Kai-shek—we see the men behind the events. We see the intensely private Charles DeGaulle; explore the philosophies of Konraud Adenauer; confront Leonid Brezhnev; and delight in the company of Winston Churchill—not to mention Nixon’s analyses of interactions with dozens of other leaders.No one but Richard Nixon could have written this book. It is at once as personal as a handclasp and as objective as only so earnest a student of history could have made it.

    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.