In Cracked It!, seasoned strategy professors and consultants Bernard Garrette, Corey Phelps and Olivier Sibony present a rigorous and practical four-step approach to overcome these pitfalls. Building on tried-and-tested (but rarely revealed) methods of top strategy consultants, research in cognitive psychology, and the latest advances in design thinking, they provide a step-by-step process and toolkit that will help listeners tackle any challenging business problem. Using compelling stories and detailed case examples, the authors guide listeners through each step in the process.

Since the original publication of Nudge more than a decade ago, the title has entered the vocabulary of businesspeople, policy makers, engaged citizens, and consumers everywhere. The book has given rise to more than 200 "nudge units" in governments around the world and countless groups of behavioral scientists in every part of the economy. It has taught us how to use thoughtful "choice architecture" - a concept the authors invented - to help us make better decisions for ourselves, our families, and our society.

> Left Brain, Right Stuff takes up where other books about decision making leave off. For many routine choices, from shopping to investing, we can make good decisions simply by avoiding common errors, such as searching only for confirming information or avoiding the hindsight bias. But as Phil Rosenzweig shows, for many of the most important, more complex situations we face — in business, sports, politics, and more — a different way of thinking is required.

Intelligence is usually seen as the ability to think and learn, but in a rapidly changing world, there"s another set of cognitive skills that might matter more: the ability to rethink and unlearn. In our daily lives, too many of us favor the comfort of conviction over the discomfort of doubt. We listen to opinions that make us feel good, instead of ideas that make us think hard. We see disagreement as a threat to our egos, rather than an opportunity to learn.

An informative and entertaining account of how actions send signals that shape behaviors and how to design better incentives for better results in our life, our work, and our world.

Tim Ferriss, the number-one New York Times best-selling author of The 4-Hour Workweek, shares the ultimate choose-your-own-adventure book - a compilation of tools, tactics, and habits from 130+ of the world"s top performers. From iconic entrepreneurs to elite athletes, from artists to billionaire investors, their short profiles can help you answer life"s most challenging questions, achieve extraordinary results, and transform your life.

Big decisions are hard. We consult friends and family, make sense of confusing “expert” advice online, maybe we read a self-help book to guide us. In the end, we usually just do what feels right, pursuing high stakes self-improvement—such as who we marry, how to date, where to live, what makes us happy—based solely on what our gut instinct tells us. But what if our gut is wrong? Biased, unpredictable, and misinformed, our gut, it turns out, is not all that reliable. And data can prove this.

Misinformation affects all of us on a daily basis—from social media to larger political challenges, from casual conversations in supermarkets, to even our closest relationships. While we recognize the dangers that misinformation poses, the problem is complex—far beyond what policing social media alone can achieve—and too often our limited solutions are shaped by partisan politics and individual interpretations of truth. In Misbelief, preeminent social scientist Dan Ariely argues that to understand the irrational appeal of misinformation, we must first understand the behavior of “misbelief”.

Everyone would benefit from seeing further into the future, whether buying stocks, crafting policy, launching a new product, or simply planning the week"s meals. Unfortunately, people tend to be terrible forecasters. As Wharton professor Philip Tetlock showed in a landmark 2005 study, even experts" predictions are only slightly better than chance. However, an important and underreported conclusion of that study was that some experts do have real foresight.

Over a stellar career, Roger Martin has advised the CEOs of some of the world"s most successful companies. From the beginning, he noted that almost every executive he talked to had a "model"—a framework or way of thinking that guided their strategy and activities. But these models tended to become automatic, so much so that when one didn"t work, the typical response was just to apply it again—with greater enthusiasm.

Inspired by Charles Mackay"s 19th-century classic Memoirs of Extraordinary Popular Delusions and the Madness of Crowds, Bernstein engages with mass delusion with the same curiosity and passion, but armed with the latest scientific research that explains the biological, evolutionary, and psychosocial roots of human irrationality.

Often downplayed in the excitement of starting up a new business venture is one of the most important decisions entrepreneurs will face: should they go it alone, or bring in cofounders, hires, and investors to help build the business? More than just financial rewards are at stake. Friendships and relationships can suffer. Bad decisions at the inception of a promising venture lay the foundations for its eventual ruin.

The new question: Ten years after the worldwide bestseller Good to Great, Jim Collins returns to ask: Why do some companies thrive in uncertainty, even chaos, and others do not? In Great by Choice, Collins and his colleague, Morten T. Hansen, enumerate the principles for building a truly great enterprise in unpredictable, tumultuous, and fast-moving times. The new study: Great by Choice distinguishes itself from Collins’s prior work by its focus on the type of unstable environments faced by leaders today.

What do you do when you"re faced with a big decision? If you"re like most people, you probably make a pro and con list, spend a lot of time obsessing about decisions that didn"t work out, get caught in analysis paralysis, endlessly seek other people"s opinions to find just that little bit of extra information that might make you sure, and finally go with your gut.

A groundbreaking book that boldly claims the key to success in business is not talent, connections, or ideas, but the ability to persuade people to take a chance on potential.

To make these big moves happen for your company, you’re going to have to break through inertia, gamesmanship, and risk aversion. You’re going to have to mitigate human biases and manage group dynamics. Eight practical shifts can help you do this, and unlock bigger, bolder, better strategies. This is not another by-the-book approach to strategy. It’s not another trudge through frameworks or small-scale case studies promising a secret formula for success. It’s an irreverent, fact-driven, and humorous take on the real world of strategic decision making.

Merger and acquisition activity across the globe continues to grow, and is also playing a major role in the development of expanding markets. A well-managed integration effort is essential to success, and failure means a tremendous waste in terms of time and money, as well as the rapid destruction of shareholder value. The Complete Guide to Mergers and Acquisitions: Process Tools to Support M&A Integration at Every Level, Third Edition is an invaluable resource to guide firms in managing M&A integration and maximize the value of their deals.

Often downplayed in the excitement of starting up a new business venture is one of the most important decisions entrepreneurs will face: should they go it alone, or bring in cofounders, hires, and investors to help build the business? More than just financial rewards are at stake. Friendships and relationships can suffer. Bad decisions at the inception of a promising venture lay the foundations for its eventual ruin.

Since its first publication, Michael J. Mauboussin"s popular guide to wise investing has been translated into eight languages and has been named best business book by BusinessWeek and best economics book by Strategy+Business. Now updated to reflect current research and expanded to include new chapters on investment philosophy, psychology, and strategy and science as they pertain to money management.

In late 2003, Peter Drucker invited Jeffrey Krames to his home in Claremont, California, for a rare interview. The 94-year-old Drucker who had amassed an unprecedented body of published work, comprised of many hundreds of thousands of pages, spent a full day sharing his insights from a lifetime of management consulting and writing. This resulting audiobook is a simple guide that distills the essential wisdom from Drucker"s considerable body of work.

Charlie Munger, Berkshire Hathaway"s visionary vice chairman and Warren Buffett"s indispensable financial partner, has outperformed market indexes again and again, and he believes any investor can do the same. His notion of "elementary, worldly wisdom" - a set of interdisciplinary mental models involving economics, business, psychology, ethics, and management - allows him to keep his emotions out of his investments and avoid the common pitfalls of bad judgment.

Managers want great teams, but most build them around decades-old ideas and practices made popular by companies that have lost their edge. Extreme Teams looks at the new generation of teams driving growth in today"s most innovative firms. They do this by doing things differently: hiring the right person instead of the best person; focusing on one priority while leaving room to explore new ideas; creating an environment where people are comfortable dealing with the uncomfortable.

Built To Last, the defining management study of the 90s, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning. But what about companies that are not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

Robert Jackall"s Moral Mazes offers an eye-opening account of how corporate managers think the world works, and how big organizations shape moral consciousness. Based on extensive interviews with managers at every level of two industrial firms and of a large public relations agency, IMoral Mazes takes the reader inside the intricate world of the corporation.

Jeanne Liedtka and Tim Ogilvie educate listeners on one of the hottest trends in business development: "design thinking", or the ability to turn abstract ideas into practical applications for maximal business growth. Jeanne Liedtka"s recent book, The Catalyst: How YOU Can Lead Extraordinary Growth, was named a Top Innovation and Design Thinking Book by Business Week. Tim Ogilvie has been hailed as a visionary for his pioneering contributions to service innovation, business model innovation, and customer experience design.

Through her global consulting projects, keynote speeches, and work with thousands of leaders, Karen has seen first-hand how a pervasive lack of clarity strangles business performance and erodes employee engagement. Ambiguity is the corporate default state, a condition so prevalent that “tolerance for ambiguity” has become a clichéd job requirement. It doesn’t have to be this way.

The 3rd edition of The Amazon Way is one of the rare business leadership books giving actionable insights for innovation and business growth to be the basis for your digital transformation gameplan. The Amazon Way translates Amazon"s unique culture and management practices into insights and opportunities, as only an Amazon executive and expert advisor could do for the Amazon Leadership Principles giving listeners one of the essential business leadership books for the digital era.

When confronted with an ethical dilemma, most of us like to think we would stand up for our principles. But we are not as ethical as we think we are. In Blind Spots, leading business ethicists Max Bazerman and Ann Tenbrunsel examine the ways we overestimate our ability to do what is right and how we act unethically without meaning to.

In The Attacker"s Advantage, Charan reveals the upside of uncertainty for those leaders who are nimbly positioned to anticipate the catalysts of disruption and embrace change. He updates and adapts the principles of his previous best sellers to address the current turbulent business environment, cutting through the veil of complexity to concentrate on the new customer needs and expectations and providing the tools for corporate leaders to take their companies to a higher level.

With Give and Take, Adam Grant not only introduced a landmark new paradigm for success but also established himself as one of his generation’s most compelling and provocative thought leaders. In Originals he again addresses the challenge of improving the world, but now from the perspective of becoming original: choosing to champion novel ideas and values that go against the grain, battle conformity, and buck outdated traditions. How can we originate new ideas, policies, and practices without risking it all?

In Cracked It!, seasoned strategy professors and consultants Bernard Garrette, Corey Phelps and Olivier Sibony present a rigorous and practical four-step approach to overcome these pitfalls. Building on tried-and-tested (but rarely revealed) methods of top strategy consultants, research in cognitive psychology, and the latest advances in design thinking, they provide a step-by-step process and toolkit that will help listeners tackle any challenging business problem. Using compelling stories and detailed case examples, the authors guide listeners through each step in the process.

In Both/And Thinking, Wendy Smith and Marianne Lewis help listeners cope with multiple, knotted tensions at the same time. Drawing from more than twenty years of pioneering research, they provide tools and lessons for transforming these tensions into opportunities for innovation and personal growth.

Since the original publication of Nudge more than a decade ago, the title has entered the vocabulary of businesspeople, policy makers, engaged citizens, and consumers everywhere. The book has given rise to more than 200 "nudge units" in governments around the world and countless groups of behavioral scientists in every part of the economy. It has taught us how to use thoughtful "choice architecture" - a concept the authors invented - to help us make better decisions for ourselves, our families, and our society.

Over a stellar career, Roger Martin has advised the CEOs of some of the world"s most successful companies. From the beginning, he noted that almost every executive he talked to had a "model"—a framework or way of thinking that guided their strategy and activities. But these models tended to become automatic, so much so that when one didn"t work, the typical response was just to apply it again—with greater enthusiasm.

In Better, Simpler Strategy, Harvard Business School professor Felix Oberholzer-Gee provides executives with a simple tool to cut through technological complexity and market uncertainties. The Value Stick, based on proven economic mechanics, is an extraordinarily powerful tool that helps executives decide where to focus their attention and how to deepen their firm"s competitive advantage.

Blending the tactics he learned from America"s elite force with lessons from the Spartans, samurai, Apache scouts, and other great warrior traditions, Mark Divine has distilled the fundamentals of success into eight powerful principles that will transform you into the leader you always knew you could be. Learn to think like a SEAL and take charge of your destiny at work, at home, and at life.

Throughout history, rich and poor countries alike have been lending, borrowing, crashing - and recovering -their way through an extraordinary range of financial crises. Each time, the experts have chimed, "this time is different" - claiming that the old rules of valuation no longer apply and that the new situation bears little similarity to past disasters. This book proves that premise wrong.

Your inbox is overflowing. You"re paralyzed because you have too much to do but don"t know where to start. Your to-do list never seems to get any shorter. You leave work exhausted but have little to show for it. It"s time to learn how to get the right work done. In the HBR Guide to Getting the Right Work Done, you"ll discover how to focus your time and energy where they will yield the greatest reward. Not only will you end each day knowing you made progress—your improved productivity will also set you apart from the pack.

We spend the majority of our lives making decisions, both big and small. Yet, even though our success is largely determined by the choices that we make, very few of us are equipped with useful decision-making skills. Because of this, we often approach our choices tentatively, or even fearfully, and avoid giving them the time and thought required to put our best foot forward.

Whether you are a new player or a seasoned veteran, Secrets to Winning at Office Politics can help you increase your personal power without compromising your integrity or taking advantage of others. This smart, practical guide shows you how to stop wasting energy on things you can"t change and start taking steps to get what you want.