Showing results for "We" in Decision-Making & Problem Solving

Our ability to foresee and protect against natural catastrophes has never been greater; yet we consistently fail to heed the warnings and protect ourselves and our communities, with devastating consequences. What explains this contradiction? In The Ostrich Paradox, Wharton professors Robert Meyer and Howard Kunreuther draw on years of teaching and research to explain why disaster preparedness efforts consistently fall short.

When we are baffled by the insanity of the “other side”—in our politics, at work, or at home—it’s because we aren’t seeing how the conflict itself has taken over. That’s what “high conflict” does. It’s the invisible hand of our time. And it’s different from the useful...

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 this illuminating book, the architect of some of the most famous ad campaigns of the last decade reveals how our perspective can be influenced by culture. In For the Culture, Marcus Collins argues that true cultural engagement is the most powerful vehicle for influencing behavior. If you want...

‘Harry’ Harris—Thai Cave Rescuer, joint Australian of the Year—has an unusual idea of fun: he crawls though pitch-black, confined caves, deep underground and usually underwater. To most, that’s a nightmare. To him, it’s recreation. He’s prepared for all conceivable risks, he’s completely focused. And the discipline and danger involved leave him better prepared for everyday life. In this ultimate armchair adventure, Harry takes us into the lives of other ‘risk-takers’, to find out why they do what they do.

Humans are unique in our ability to understand time, able to comprehend the past and future like no other species. Yet modern-day technology and capitalism have supercharged our short-termist tendencies and trapped us in the present, at the mercy of reactive politics, quarterly business targets and 24-hour news cycles. It wasn't always so.

From terror attacks to the War on Terror, bursting real-estate bubbles to crystal meth epidemics, sexual predators to poisonous toys from China, our list of fears seems to be exploding. And yet, we are the safest and healthiest humans in history. Irrational fear is running amok, and often with tragic results. In the months after 9/11, when people decided to drive instead of fly - believing they were avoiding risk - road deaths rose by 1,595. Those lives were lost to fear.

To avoid the traps of bias and irrationality and make better, productive decisions, we need to stop thinking in disciplines—and start thinking in graphs.Why do we feel confident as novices but question ourselves as experts? What makes some achievements feel more deserving than others? Do we really get happier the more wealth we accumulate? How do stress levels impact our productivity? Every day, we are overwhelmed by multitudes of choices and challenges—some clear and intuitive, while others are shaped beyond the scope of our awareness.

Renowned social psychologists Carol Tavris and Elliot Aronson take a compelling look into how the brain is wired for self-justification. This updated edition concludes with an extended discussion of how we can live with dissonance, learn from it, and perhaps, eventually, forgive ourselves. Why...

Experience is a great teacher . . . except when it isn't. In this groundbreaking guide, learn how the past can deceive and limit us -- and how healthy skepticism can build a better world. Our personal experience is key to who we are and what we do. We judge others by their experience and are...

A business anthropologist reveals how cultural intelligence is the essential tool for understanding human behavior. Why do people do what we do? To answer this question, many of us turn to psychology. But it’s not enough to understand how we think. We also have to recognize the influence of...

Do motivation and "how-to's" really work? Almost never! Why? There is something missing. In his newest results-getting book, If How To's Were Enough We Would All Be Skinny, Rich & Happy, Brian Klemmer explores what is missing and the real reason why most people do not succeed. The secret is found in seven paradigms that will change the course of your life. They are the basis of Klemmer & Associates' hugely popular series of experiential leadership seminars.

Psychologist and Harvard Business School professor Francesca Gino has long studied the factors at play when judgment and decision-making collide with the results of our choices in real life. In Sidetracked, she explores inconsistent decisions played out in a wide range of circumstances from our roles as consumers and employees (what we buy, how we manage others) to the broader human choices that we make (who we date, how we cultivate friendships).

During his years as a public official, Mitchell Weiss was told that government can't do new things or solve tough challenges - it's too big and slow and bureaucratic. Sadly, this is what so many of us have come to believe. But in the wake of the Boston Marathon bombings, he and his city hall colleagues raced to support survivors in new, innovative ways. This kind of entrepreneurial spirit and savvy in government is growing, transforming the public sector's response to big problems at all levels.

In The Great Stupidification, Kevin Whitworth takes you on a hilarious, infuriating, and eye-opening ride through a world that has traded critical thinking for clickbait, abandoned practical skills for pointless credentials, and elevated fake expertise to a global sport. From brain-melting corporate jargon to the rise of fake gurus, from the productivity theater of endless meetings to the social media circus where outrage is currency, this book exposes how we got so stupid—and why it’s getting worse.

UPS is a household name and one of the most highly regarded American corporations by customers and investors alike. Who hasn't been delighted by a right-on-time delivery, one of the 18 million UPS makes every day? Founded over 100 years ago, UPS has moved steadily up the Fortune 500 as so many other corporations have dropped off. So what's the company's secret? Just ask a driver!

Many of the prices we pay seem to make little sense. We shell out $2.29 for a coffee at Starbucks when a nearly identical brew can be had at the corner deli for less than a dollar. We may be less willing to give blood for $25 than to donate it for free. Americans hire the cheap labor of illegal immigrants to fix the roof or mow the lawn and vote for politicians who promise to spend billions to keep them out of the country.

Why do we do the things we do? The classical view of economics is that we are rational individuals, making decisions with the intention of maximizing our preferences. Behaviorists, on the other hand, see us as relying on mental shortcuts and conforming to preexisting biases. Richard Robb argues that neither explanation accounts for those things that we do for their own sake, and without understanding these sorts of actions, our picture of decision‑making is at best incomplete.

One of the nation's leading psychologists asks why today's corporate leaders desire but reject creative solutions - and finds some surprising conclusions.

¿Por qué algunas personas son brillantes tomando decisiones y otras son torpes una y otra vez? ¿Por qué algunos siguen su instinto y triunfan, mientras que otros acaban siempre dando un paso en falso? En este libro revolucionario, el periodista estadounidense Malcolm Gladwell nos explica cómo pensamos sin pensar, de dónde proceden las decisiones que parece que tomamos en dos segundos, pero que no son tan simples como aparentan.