The latter has long been the subject of speculation, but over the past two decades researchers have developed remarkable new tools for probing the hidden, or subliminal, workings of the mind. The result of this explosion of research is a new science of the unconscious and a sea change in our understanding of how the subliminal mind affects the way we live.Employing his trademark wit and lucid, accessible explanations of the most obscure scientific subjects, Leonard Mlodinow takes us on a tour of this research, unraveling the complexities of the subliminal self and increasing our understanding of how the human mind works and how we interact with friends, strangers, spouses, and coworkers. In the process he changes our view of ourselves and the world around us.

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    Your customers don't want to walk away. They want to buy from you. So how does the brain make decisions? And what causes it to get confused? The Brain Audit shows you how the customer takes decisions. And what you need to put in place, so that the customer feels happy to buy products or services from you. The Brain Audit isn't about persuasion or any mind tricks. Instead it shows you the information that your customers need in order to make a decision. It shows you how to present that information, and thereby enable the customer to intelligently go through a purchase sequence. The Brain Audit is designed to do the following: brain_audit_benefits 1) Enable you to spot every one of the 'seven bags' that are required to make a decision 2) Present those bags to the customer in the right sequence. 3) Enable you to get the customer to buy without needing to use pressure tactics.

    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.

    Most important, they focus on the decisions we make every day and, using entertaining examples, provide invaluable tips on avoiding the financial faux pas that can cost thousands of dollars each year.

    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.

     Whether eating, taking drugs, engaging in sex, or doing good deeds, the pursuit of pleasure is a central drive of the human animal. In The Compass of Pleasure Johns Hopkins neuroscientist David J. Linden explains how pleasure affects us at the most fundamental level: in our brain. As he did in his award-winning book, The Accidental Mind, Linden combines cutting-edge science with entertaining anecdotes to illuminate the source of the behaviors that can lead us to ecstasy but that can easily become compulsive. Why are drugs like nicotine and heroin addictive while LSD is not? Why has the search for safe appetite suppressants been such a disappointment? The Compass of Pleasure concludes with a provocative consideration of pleasure in the future, when it may be possible to activate our pleasure circuits at will and in entirely novel patterns.

    But by knowing what they are and how to spot them, we can avoid them and make better choices-whether dealing with a personal problem or a business negotiation; trying to save money or make money; working out what we do or don't want in life: and how best to get it.Simple, clear and always surprising, this indispensable book will change the way you think and transform your decision-making-work, at home, every day. It reveals, in 99 short chapters, the most common errors of judgment, and how to avoid them.

    He outlines in detail the traditional American values that progressives hold, but are often unable to articulate. Lakoff also breaks down the ways in which conservatives have framed the issues, and provides examples of how progressives can reframe them. Lakoff’s years of research and work with leading activists and policy makers have been distilled into this essential guide, which shows progressives how to think in terms of values instead of programs, and why people support policies which align with their values and identities, but which often run counter to their best interests. Don't Think of an Elephant! is the definitive handbook for understanding and communicating effectively about key issues in the 2004 election, and beyond. Read it, take action—and help take America back.

    But most of us don’t really think we can have the kind of magnetism or charisma that we associate with someone like Bill Clinton or Oprah Winfrey unless it comes naturally.   Now, in Compelling People, which is already being taught at Harvard and Columbia Business Schools, John Neffinger and Matthew Kohut show that this isn’t something we have to be born with—it’s something we can learn. Expanding on the themes in their co-authored Harvard Business Review cover story “Connect, Then Lead,” they trace the path to influence through a balance of strength (the root of respect) and warmth (the root of affection). Each seems simple, but only a few of us figure out the tricky task of projecting both at once. The ability to master this dynamic is so rare that we celebrate and elevate those people who have managed to do it.  Drawing on cutting-edge social science research as well as their own work with Fortune 500 executives, members of Congress, TED speakers, and Nobel Prize winners, Neffinger and Kohut reveal:  The common thread connecting Machiavelli and Martin Luther King The secret technique behind the success of Bill Clinton, Ann Richards and Denzel Washington—one that you can use today How looks affect our career prospects The single best strategy for getting someone to agree with you Compelling People explains how we size each other up—and how we can learn to win the admiration, respect, and affection we desire.

    With boundless erudition and in delightfully clear prose, Surowiecki ranges across fields as diverse as popular culture, psychology, ant biology, behavioral economics, artificial intelligence, military history, and politics to show how this simple idea offers important lessons for how we live our lives, select our leaders, run our companies, and think about our world.

    But what if our actions are driven not by our conscious values and beliefs but by hidden motivations we’re not even aware of?The “hidden brain” is Shankar Vedantam’s shorthand for a host of brain functions, emotional responses, and cognitive processes that happen outside our conscious awareness but have a decisive effect on how we behave. The hidden brain has its finger on the scale when we make all our most complex and important decisions: It decides whom we fall in love with, whether we should convict someone of murder, and which way to run when someone yells “Fire!” It explains why we can become riveted by the story of a single puppy adrift on the ocean but are quickly bored by a story of genocide. The hidden brain can also be deliberately manipulated to convince people to vote against their own interests, or even become suicide terrorists. But the most disturbing thing is that it does all this without our knowing.Shankar Vedantam, author of The Washington Post’s popular “Department of Human Behavior” column, takes us on a tour of this phenomenon and explores its consequences. Using original reporting that combines the latest scientific research with compulsively readable narratives that take readers from the American campaign trail to terrorist indoctrination camps, from the World Trade Center on 9/11 to, yes, a puppy adrift on the Pacific Ocean, Vedantam illuminates the dark recesses of our minds while making an original argument about how we can compensate for our blind spots and what happens when we don’t.

    But modern times have forced the world’s tribes into a shared space, resulting in epic clashes of values along with unprecedented opportunities. As the world shrinks, the moral lines that divide us become more salient and more puzzling. We fight over everything from tax codes to gay marriage to global warming, and we wonder where, if at all, we can find our common ground. A grand synthesis of neuroscience, psychology, and philosophy, Moral Tribes reveals the underlying causes of modern conflict and lights the way forward. Greene compares the human brain to a dual-mode camera, with point-and-shoot automatic settings (“portrait,” “landscape”) as well as a manual mode. Our point-and-shoot settings are our emotions—efficient, automated programs honed by evolution, culture, and personal experience. The brain’s manual mode is its capacity for deliberate reasoning, which makes our thinking flexible. Point-and-shoot emotions make us social animals, turning Me into Us. But they also make us tribal animals, turning Us against Them. Our tribal emotions make us fight—sometimes with bombs, sometimes with words—often with life-and-death stakes. An award-winning teacher and scientist, Greene directs Harvard University’s Moral Cognition Lab, which uses cutting-edge neuroscience and cognitive techniques to understand how people really make moral decisions. Combining insights from the lab with lessons from decades of social science and centuries of philosophy, the great question of Moral Tribes is this: How can we get along with Them when what they want feels so wrong to Us? Ultimately, Greene offers a set of maxims for navigating the modern moral terrain, a practical road map for solving problems and living better lives. Moral Tribes shows us when to trust our instincts, when to reason, and how the right kind of reasoning can move us forward. A major achievement from a rising star in a new scientific field, Moral Tribes will refashion your deepest beliefs about how moral thinking works and how it can work better.

    For far too long, emotions have been ignored in favor of rationality and efficiency.  Breakthroughs in brain science have revealed that people are primarily emotional decision-makers.  Many companies have not yet accepted that fact, ignoring emotion in favor of rationality and efficiency.  Even fewer have acted on it. Emotionomics looks at emotions in terms of business opportunities, both in the marketplace and in the workplace.  In today's highly competitive marketplace where many products look alike, a product's emotional benefit can make the difference.  Moreover, a company with an emotionally engaged workforce will undoubtedly achieve competitive advantage. A revised edition that replaces the 2007 release, Dan Hill's book draws on insights gathered through facial coding, the single best viable means of measuring and managing the emotional response of customers and employees.  It shows how to leverage emotions for business success in branding, product design, advertising, sales, customer satisfaction, leadership, and employee management. Emotions matter, and this book will help readers not only step closer to customers and employees, but also to step ahead of competitors.

    What will she do? And what are the implications for her behavior later in life?The world's leading expert on self-control, Walter Mischel has proven that the ability to delay gratification is critical for a successful life, predicting higher SAT scores, better social and cognitive functioning, a healthier lifestyle and a greater sense of self-worth. But is willpower prewired, or can it be taught?In The Marshmallow Test, Mischel explains how self-control can be mastered and applied to challenges in everyday life—from weight control to quitting smoking, overcoming heartbreak, making major decisions, and planning for retirement. With profound implications for the choices we make in parenting, education, public policy and self-care, The Marshmallow Test will change the way you think about who we are and what we can be.