Everyone from black-hoodied Starbucks window-smashers to farmers' market heirloom-tomato-mongers to Prince Charles himself seem to be embracing 'degrowth' and anti-consumerism, which is nothing less than a form of ecological austerity. Meanwhile, the back-to-the-land ideology and aesthetic of locally-woven organic carrot-pants, pathogen-encrusted compost toilets and civilisational collapse is hegemonic.Yet modernity is not the cause of climate change and the wider biocrisis. It is indeed capitalism that is the source of our environmental woes, but capitalism as a mode of production, not the fuzzy understanding of capitalism of Naomi Klein, Bill McKibben, Derrick Jensen, Paul Kingsnorth and their anarcho-liberal epigones as a sort of globalist corporate malfeasance.In combative and puckish style, science journalist Leigh Phillips marshals evidence from climate science, ecology, paleoanthropology, agronomy, microbiology, psychology, history, the philosophy of mathematics, and heterodox economics to argue that progressives must rediscover their historic, Promethean ambitions and counter this reactionary neo-Malthusian ideology that not only retards human flourishing, but won't save the planet anyway.We want to take over the machine and run it rationally, not turn the machine off.

    But behind it all, there is an even more fundamental driver: Food.In Animal, Vegetable, Junk, trusted food authority Mark Bittman offers a panoramic view of how the frenzy for food has driven human history to some of its most catastrophic moments, from slavery and colonialism to famine and genocide—and to our current moment, wherein Big Food exacerbates climate change, plunders our planet, and sickens its people. Even still, Bittman refuses to concede that the battle is lost, pointing to activists, workers, and governments around the world who are choosing well-being over corporate greed and gluttony, and fighting to free society from Big Food’s grip.Sweeping, impassioned, and ultimately full of hope, Animal, Vegetable, Junk reveals not only how food has shaped our past, but also how we can transform it to reclaim our future.

    You’ll learn how to:• Stay in control under pressure• Defuse anger and hostility• Find out what the other side really wants• Counter dirty tricks• Use power to bring the other side back to the table• Reach agreements that satisfies both sides' needsGetting Past No is the state-of-the-art book on negotiation for the twenty-first century. It will help you deal with tough times, tough people, and tough negotiations. You don’t have to get mad or get even. Instead, you can get what you want!

    And, the Director of Google Ideas, Jared Cohen, formerly an advisor to both Secretaries of State Condoleezza Rice and Hillary Clinton.Never before has the future been so vividly and transparently imagined. From technologies that will change lives (information systems that greatly increase productivity, safety and our quality of life, thought controlled motion technology that can revolutionize medical procedures, and near-perfect translation technology that allows us to have more diversified interactions) to our most important future considerations (curating our online identity and fighting those who would do harm with it) to the widespread political change that will transform the globe (through transformations in conflict, increasingly active and global citizenries, a new wave of cyber-terrorism and states operating simultaneously in the physical and virtual realms) to the ever present threats to our privacy and security, Schmidt and Cohen outline in great detail and scope all the promise and peril awaiting us in the coming decades.

    From enormous marketplaces such as eBay and Craigslist to emerging sectors such as peer-to-peer lending (Zopa), "swap trading" (Swaptree), and car sharing (Zipcar), Collaborative Consumption is disrupting outdated modes of business and reinventing not only what we consume but how we consume. While ranging enormously in scale and purpose, these companies and organizations are redefining how goods and services are exchanged, valued, and created—in areas as diverse as finance and travel, agriculture and technology, and education and retail. Traveling among global entrepreneurs and revolutionaries and exploring rising ventures as well as established companies adapting to these opportunities, authors Rachel Botsman and Roo Rogers outline in bold and imaginative ways how Collaborative Consumption may very well change the world. Anyone interested in the business opportunities and social power of collaboration will enjoy this smart, timely book.

    Steele’s conclusions shed new light on a host of American social phenomena, from the racial and gender gaps in standardized test scores to the belief in the superior athletic prowess of black men. Steele explicates the dilemmas that arise in every American’s life around issues of identity, from the white student whose grades drop steadily in his African American Studies class to the female engineering students deciding whether or not to attend predominantly male professional conferences. Whistling Vivaldi offers insight into how we form our senses of identity and ultimately lays out a plan for mitigating the negative effects of “stereotype threat” and reshaping American identities.

    Under Andrew Grove's leadership, Intel has become the world's largest computer chipmaker, the 5th most admired company in America, and the 7th most profitable company among the Fortune 500. Few CEOs can claim this level of success. Grove attributes much of it to the philosophy and strategy he has learned the hard way as he steered Intel through a series of potential major disasters. There are moments in any business when massive change occurs, when all the rules of business shift fast, furiously and forever. Grove calls such moments strategic inflection points (SIPs), and he has lived through several. They can be set off by almost anything - by mega competition, an arcane change in regulations, or by a seemingly modest change in technology. They are not always easy to spot - but you can't hide from them. Intel's first SIP was when the Japanese started producing better-quality, lower-cost memory chips. It took Grove three years and huge losses to recognize that he had to rethink and reposition the company to become, once again, leader in its field.Grove extrapolates the lessons he has learned from this and other SIPs - for instance the drama of the Pentium flaw, and the SIP brought on by the Internet - to reveal a unique insight into the management of change. He recounts strategies from other companies and examines his own record of success and failure. Only the Paranoid Survive is a classic lesson in leadership skills that every manager in every industry will benefit from. Every manager must assume that something will change - very soon.

    It took him from the colossal supermarkets of California to India’s wrecked paddy-fields and Africa’s bankrupt coffee farms, while along the way he ate genetically engineered soy beans and dodged flying objects in the protestor-packed streets of South Korea.What he found was shocking, from the false choices given us by supermarkets to a global epidemic of farmer suicides, and real reasons for famine in Asia and Africa.Yet he also found great cause for hope—in international resistance movements working to create a more democratic, sustainable and joyful food system. Going beyond ethical consumerism, Patel explains, from seed to store to plate, the steps to regain control of the global food economy, stop the exploitation of both farmers and consumers, and rebalance global sustenance.

    David Burkus is a highly regarded and increasingly influential business school professor who challenges many of the established principles of business management. Drawing on decades of research,  Burkus has found that not only are many of our fundamental management practices wrong and misguided, but they can be downright counterproductive.    These days, the best companies are breaking the old rules. At some companies, e-mail is now restricted to certain hours, so that employees can work without distraction. Netflix no longer has a standard vacation policy of two to three weeks, but instructs employees to take time off when they feel they need it. And at Valve Software, there are no managers; the employees govern themselves.  The revolutionary insights Burkus reveals here will convince companies to leave behind decades-old management practices and implement new ways to enhance productivity and morale.

    While I don't share his conclusions about the potential for social movements to drive ambitious mitigation, this is a wise and important challenge from an elegant writer and original thinker. A critical intervention."--Naomi Klein, author of This Changes Everything: Capitalism vs. the ClimateComing home from the war in Iraq, US Army private Roy Scranton thought he'd left the world of strife behind. Then he watched as new calamities struck America, heralding a threat far more dangerous than ISIS or Al Qaeda: Hurricane Katrina, Superstorm Sandy, megadrought--the shock and awe of global warming.Our world is changing. Rising seas, spiking temperatures, and extreme weather imperil global infrastructure, crops, and water supplies. Conflict, famine, plagues, and riots menace from every quarter. From war-stricken Baghdad to the melting Arctic, human-caused climate change poses a danger not only to political and economic stability, but to civilization itself . . . and to what it means to be human. Our greatest enemy, it turns out, is ourselves. The warmer, wetter, more chaotic world we now live in--the Anthropocene--demands a radical new vision of human life.In this bracing response to climate change, Roy Scranton combines memoir, reportage, philosophy, and Zen wisdom to explore what it means to be human in a rapidly evolving world, taking readers on a journey through street protests, the latest findings of earth scientists, a historic UN summit, millennia of geological history, and the persistent vitality of ancient literature. Expanding on his influential New York Times essay (the #1 most-emailed article the day it appeared, and selected for Best American Science and Nature Writing 2014), Scranton responds to the existential problem of global warming by arguing that in order to survive, we must come to terms with death.Plato argued that to philosophize is to learn to die. If that’s true, says Scranton, then we have entered humanity’s most philosophical age—or this is precisely the problem of the Anthropocene. The trouble now is that we must learn to die not as individuals, but as a civilization.A war veteran, journalist, author, and Princeton PhD candidate, Roy Scranton has published in the New York Times, Wall Street Journal, Rolling Stone, Boston Review, and Theory and Event, and has been interviewed on NPR's Fresh Air, among other media.More praise for Learning to Die in the Anthropocene:"Perhaps it is because he is a soldier, perhaps it is because he is a literate human being, but the fact is--Roy Scranton gets it. He knows in his bones that this civilization is over. He knows it is high time to start again the human dance of making some other way to live. In his distinctive and original way he works though a common cultural inheritance, making it something fresh and new for these all too interesting times. This compressed, essential text offers both uncomfortable truths and unexpected joy."--McKenzie Wark, author of Molecular Red: Theory for the Anthropocene

    The insurance industry’s actuarial tables and the gambler’s roulette wheel both yield to the tools of probability theory. Most situations in life, however, involve a deeper kind of uncertainty, a radical uncertainty for which historical data provide no useful guidance to future outcomes. Radical uncertainty concerns events whose determinants are insufficiently understood for probabilities to be known or forecasting possible. Before President Barack Obama made the fateful decision to send in the Navy Seals, his advisers offered him wildly divergent estimates of the odds that Osama bin Laden would be in the Abbottabad compound. In 2000, no one—not least Steve Jobs—knew what a smartphone was; how could anyone have predicted how many would be sold in 2020? And financial advisers who confidently provide the information required in the standard retirement planning package—what will interest rates, the cost of living, and your state of health be in 2050?—demonstrate only that their advice is worthless.The limits of certainty demonstrate the power of human judgment over artificial intelligence. In most critical decisions there can be no forecasts or probability distributions on which we might sensibly rely. Instead of inventing numbers to fill the gaps in our knowledge, we should adopt business, political, and personal strategies that will be robust to alternative futures and resilient to unpredictable events. Within the security of such a robust and resilient reference narrative, uncertainty can be embraced, because it is the source of creativity, excitement, and profit.

    We like to think that we are in control of the future of "artificial" intelligence. The reality, though, is that we -- the everyday people whose data powers AI -- aren't actually in control of anything. When, for example, we speak with Alexa, we contribute that data to a system we can't see and have no input into -- one largely free from regulation or oversight. The big nine corporations -- Amazon, Google, Facebook, Tencent, Baidu, Alibaba, Microsoft, IBM and Apple--are the new gods of AI and are short-changing our futures to reap immediate financial gain. In this book, Amy Webb reveals the pervasive, invisible ways in which the foundations of AI -- the people working on the system, their motivations, the technology itself -- is broken. Within our lifetimes, AI will, by design, begin to behave unpredictably, thinking and acting in ways which defy human logic. The big nine corporations may be inadvertently building and enabling vast arrays of intelligent systems that don't share our motivations, desires, or hopes for the future of humanity. Much more than a passionate, human-centered call-to-arms, this book delivers a strategy for changing course, and provides a path for liberating us from algorithmic decision-makers and powerful corporations.

    Meetings are a crucial part of all our lives, but too often they go nowhere and waste valuable time. In Six Thinking Hats, Edward de Bono shows how meetings can be transformed to produce quick, decisive results every time. The Six Hats method is a devastatingly simple technique based on the brain's different modes of thinking. The intelligence, experience and information of everyone is harnessed to reach the right conclusions quickly. These principles fundamentally change the way you work and interact. They have been adopted by businesses and governments around the world to end conflict and confusion in favour of harmony and productivity. 'An inspiring man with brilliant ideas. De Bono never ceases to amaze with his clarity of thought' Richard Branson.Edward de Bono invented the concept of lateral thinking. A world-renowned writer and philosopher, he is the leading authority in the field of creative thinking and the direct teaching of thinking as a skill. Dr de Bono has written more than 60 books, in 40 languages, with people now teaching his methods worldwide. He has chaired a special summit of Nobel Prize laureates, and been hailed as one of the 250 people who have contributed most to mankind

    This is a wonderful book."--Charles Duhigg, author of The Power of Habit and Smarter Faster Better A crash on the Washington, D.C. metro system. An accidental overdose in a state-of-the-art hospital. An overcooked holiday meal. At first glance, these disasters seem to have little in common. But surprising new research shows that all these events--and the myriad failures that dominate headlines every day--share similar causes. By understanding what lies behind these failures, we can design better systems, make our teams more productive, and transform how we make decisions at work and at home.Weaving together cutting-edge social science with riveting stories that take us from the frontlines of the Volkswagen scandal to backstage at the Oscars, and from deep beneath the Gulf of Mexico to the top of Mount Everest, Chris Clearfield and Andras Tilcsik explain how the increasing complexity of our systems creates conditions ripe for failure and why our brains and teams can't keep up. They highlight the paradox of progress: Though modern systems have given us new capabilities, they've become vulnerable to surprising meltdowns--and even to corruption and misconduct.But Meltdown isn't just about failure; it's about solutions--whether you're managing a team or the chaos of your family's morning routine. It reveals why ugly designs make us safer, how a five-minute exercise can prevent billion-dollar catastrophes, why teams with fewer experts are better at managing risk, and why diversity is one of our best safeguards against failure. The result is an eye-opening, empowering, and entirely original book--one that will change the way you see our complex world and your own place in it.

    Using information gathered from interviews with over 100 social sector leaders, Jim Collins shows that his "Level 5 Leader" and other good-to-great principles can help social sector organizations make the leap to greatness.