Born out of the Sixth International Conference on Naturalistic Decision Making, a conference that gathers researchers who study cognition, perception, and reasoning outside of the traditional laboratory, this book is organized in five parts, the first of which provides an overview of the topic and presents varied perspectives. Consequent sections cover how to make sense of things, tools for thinking out of context, how to cope with uncertainty in a changing workplace, and teams operating out of context.
As researchers in naturalistic decision making have investigated such areas as the knowledge and decision-making skills of expert firefighters, critical care nurses, military commanders, and aircraft pilots, this volume is of importance to an expansive audience, including individuals in business, government, industry, and society at large.
Chapters cover the histories, key ideas, and contributions to methodology of a number of communities of practice, including: Sociotechnics, European Work Analysis, Naturalistic Decision Making, Cognitive Systems Engineering, Ethnography, Human Factors. Further, integrative chapters focus on the purposes of cognitive task analysis.
It is shown how all the various communities of practice are living in the same scientific universe, though are in many ways distinctive in terms of their key concerns and main theories. It is a historiography of task analysis, and the people who invented task analysis. It is also an explanatory primer on what cognitive task analysis is all about and what it can do.
Perspectives on Cognitive Task Analyis will be of value to professionals in allied disciplines who might come to rely on cognitive task analysis in their system development programs. It will be invaluable to students who need to know what task analysis and cognitive task analysis are really all about. For practitioners of cognitive task analysis, this volume is a major presentation of what their scientific universe is all about.
This book covers the cognitive issues of learning, perception, and expertise, the applied issues of display design, interface design, software design, and mental workload issues, and the practitioner's issues of workstation design, human performance, and training. It tackles the intangibles of data interpretation, based on information from experts who do the job. You will learn:
Information and perception
What do experts perceive in remote sensing and cartographic displays?
Reasoning and perception
How do experts "see through" the data display to understand its meaning and significance?
How do experts work with their displays and what happens when the "fiddle" with them?
Learning and training
What are the milestones in training development from novice to expert image interpreter?
Interpreting Remote Sensing Imagery: Human Factors breaks down the mystery of what experts do when they interpret data, how they learn, and what individual factors speed or impede training. Even more importantly, it gives you the tools to train efficiently and understand how the human factor impacts data interpretation.
*make American researchers more aware of NDM research being conducted abroad, particularly in Europe;
*connect NDM research with work in management and industry, to stretch beyond the military and paramilitary focus; and
*formulate a more explicit connection between NDM and expertise.
These objectives are reflected in the chapters of this volume.
* How do people learn to read?
* What happens during the processes of speech perception?
* How do people acquire problem solving skills?
* How do cognitive and motor skills develop and integrate with one another?
Many chapters focus specifically on ecological and applied cognitive psychology. Specific topics covered include visual and speech perception, language, memory, motivation, child development, problem solving, and pedagogy.
Supported by business application case studies, Applied Concept Mapping: Capturing, Analyzing, and Organizing Knowledge offers an accessible introduction to the theory, methods, and application of Concept Mapping in business and government. The case studies illustrate applications across a range of industries—including engineering, product development, defense, and healthcare.
The authors provide access to a free download of CmapTools, courtesy of the Institute for Human and Machine Cognition, to enable readers to create and share their own Concept Maps. Offering examples from the United States, Canada, Australia, Spain, Brazil, Scotland, and The Netherlands, they highlight a global perspective of this dynamic tool. The text is organized into three sections:
Practitioners’ Views—supplies narratives, guidance, and reviews of applications from career Concept Mappers Recent Case Studies and Results—presents in-depth examinations of specific applications and their results Pushing the Boundaries—explores what’s possible and where the boundary conditions lie
Applied Concept Mapping facilitates the fundamental understanding needed to harness the power of Concept Mapping to develop viable solutions to a virtually unlimited number of real-world problems.
It is likely that methods for acceleration will leverage technologies and capabilities including virtual training, cross-training, training across strategic and tactical levels, and training for resilience and adaptivity.
This volume provides a wealth of information and guidance for those interested in the concept or phenomenon of "accelerating learning"— in education, training, psychology, academia in general, government, military, or industry.
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.
But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?
Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:
“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”
Perhaps, but who can afford to ignore these findings?
The primary obstacle is a conflict that’s built into our brains, say Chip and Dan Heath, authors of the critically acclaimed bestseller Made to Stick. Psychologists have discovered that our minds are ruled by two different systems—the rational mind and the emotional mind—that compete for control. The rational mind wants a great beach body; the emotional mind wants that Oreo cookie. The rational mind wants to change something at work; the emotional mind loves the comfort of the existing routine. This tension can doom a change effort—but if it is overcome, change can come quickly.
In Switch, the Heaths show how everyday people—employees and managers, parents and nurses—have united both minds and, as a result, achieved dramatic results:
● The lowly medical interns who managed to defeat an entrenched, decades-old medical practice that was endangering patients.
● The home-organizing guru who developed a simple technique for overcoming the dread of housekeeping.
● The manager who transformed a lackadaisical customer-support team into service zealots by removing a standard tool of customer service.
In a compelling, story-driven narrative, the Heaths bring together decades of counterintuitive research in psychology, sociology, and other fields to shed new light on how we can effect transformative change.
Switch shows that successful changes follow a pattern, a pattern you can use to make the changes that matter to you, whether your interest is in changing the world or changing your waistline.
The lack of personal accountability is a problem that has resulted in an epidemic of blame, victim thinking, complaining, and procrastination. No organization—or individual—can successfully compete in the marketplace, achieve goals and objectives, provide outstanding service, engage in exceptional teamwork, or develop people without personal accountability.
John G. Miller believes that the troubles that plague organizations cannot be solved by pointing fingers and blaming others. Rather, the real solutions are found when each of us recognizes the power of personal accountability. In QBQ! The Question Behind the Question®, Miller explains how negative, ill-focused questions like “Why do we have to go through all this change?” and “Who dropped the ball?” represent a lack of personal accountability. Conversely, when we ask better questions—QBQs—such as “What can I do to contribute?” or “How can I help solve the problem?” our lives and our organizations are transformed.
THE QBQ! PROMISE
This remarkable and timely book provides a practical method for putting personal accountability into daily actions, with astonishing results: problems are solved, internal barriers come down, service improves, teams thrive, and people adapt to change more quickly. QBQ! is an invaluable resource for anyone seeking to learn, grow, and change. Using this tool, each of us can add tremendous worth to our organizations and to our lives by eliminating blame, victim-thinking, and procrastination.
QBQ! was written more than a decade ago and has helped countless readers practice personal accountability at work and at home. This version features a new foreword, revisions and new material throughout, and a section of FAQs that the author has received over the years.
From the Hardcover edition.
In this perennial bestseller, embraced by organizations and industries worldwide, globally preeminent management thinkers W. Chan Kim and Renée Mauborgne challenge everything you thought you knew about the requirements for strategic success. Recognized as one of the most iconic and impactful strategy books ever written, Blue Ocean Strategy, now updated with fresh content from the authors, argues that cutthroat competition results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. Based on a study of 150 strategic moves (spanning more than 100 years across 30 industries), the authors argue that lasting success comes not from battling competitors but from creating “blue oceans”—untapped new market spaces ripe for growth.
Blue Ocean Strategy presents a systematic approach to making the competition irrelevant and outlines principles and tools any organization can use to create and capture their own blue oceans. This expanded edition includes:A new preface by the authors: Help! My Ocean Is Turning RedUpdates on all cases and examples in the book, bringing their stories up to the present timeTwo new chapters and an expanded third one — Alignment, Renewal, and Red Ocean Traps — that address the most pressing questions readers have asked over the past 10 years
A landmark work that upends traditional thinking about strategy, this bestselling book charts a bold new path to winning the future. Consider this your guide to creating uncontested market space—and making the competition irrelevant.
To learn more about the power of blue ocean strategy, visit blueoceanstrategy.com. There you’ll find all the resources you need—from ideas in practice and cases from government and private industry, to teaching materials, mobile apps, real-time updates, and tips and tools to help you make your blue ocean journey a success.
WALL STREET JOURNAL BESTSELLER
“Sprint offers a transformative formula for testing ideas that works whether you’re at a startup or a large organization. Within five days, you’ll move from idea to prototype to decision, saving you and your team countless hours and countless dollars. A must read for entrepreneurs of all stripes.” —Eric Ries, author of The Lean Startup
From three partners at Google Ventures, a unique five-day process for solving tough problems, proven at more than a hundred companies.
Entrepreneurs and leaders face big questions every day: What’s the most important place to focus your effort, and how do you start? What will your idea look like in real life? How many meetings and discussions does it take before you can be sure you have the right solution?
Now there’s a surefire way to answer these important questions: the sprint. Designer Jake Knapp created the five-day process at Google, where sprints were used on everything from Google Search to Google X. He joined Braden Kowitz and John Zeratsky at Google Ventures, and together they have completed more than a hundred sprints with companies in mobile, e-commerce, healthcare, finance, and more.
A practical guide to answering critical business questions, Sprint is a book for teams of any size, from small startups to Fortune 100s, from teachers to nonprofits. It’s for anyone with a big opportunity, problem, or idea who needs to get answers today.
Drawing on a decade of research, Noam Wasserman reveals the common pitfalls founders face and how to avoid them. He looks at whether it is a good idea to cofound with friends or relatives, how and when to split the equity within the founding team, and how to recognize when a successful founder-CEO should exit or be fired. Wasserman explains how to anticipate, avoid, or recover from disastrous mistakes that can splinter a founding team, strip founders of control, and leave founders without a financial payoff for their hard work and innovative ideas. He highlights the need at each step to strike a careful balance between controlling the startup and attracting the best resources to grow it, and demonstrates why the easy short-term choice is often the most perilous in the long term.
The Founder's Dilemmas draws on the inside stories of founders like Evan Williams of Twitter and Tim Westergren of Pandora, while mining quantitative data on almost ten thousand founders.
People problems are the leading cause of failure in startups. This book offers solutions.
What we need is a systematic process for quickly vetting product ideas and raising our odds of success. That’s the promise of Running Lean.
In this inspiring book, Ash Maurya takes you through an exacting strategy for achieving a "product/market fit" for your fledgling venture, based on his own experience in building a wide array of products from high-tech to no-tech. Throughout, he builds on the ideas and concepts of several innovative methodologies, including the Lean Startup, Customer Development, and bootstrapping.
Running Lean is an ideal tool for business managers, CEOs, small business owners, developers and programmers, and anyone who’s interested in starting a business project.Find a problem worth solving, then define a solutionEngage your customers throughout the development cycleContinually test your product with smaller, faster iterationsBuild a feature, measure customer response, and verify/refute the ideaKnow when to "pivot" by changing your plan’s courseMaximize your efforts for speed, learning, and focusLearn the ideal time to raise your "big round" of fundingGet on track with The Lean Series
Presented by Eric Ries—bestselling author of The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses—The Lean Series gives you solid footing in a proven methodology that will help your business succeed.
Decline can be detected.
Decline can be reversed.
Amidst the desolate landscape of fallen great companies, Jim Collins began to wonder: How do the mighty fall? Can decline be detected early and avoided? How far can a company fall before the path toward doom becomes inevitable and unshakable? How can companies reverse course?
In How the Mighty Fall, Collins confronts these questions, offering leaders the well-founded hope that they can learn how to stave off decline and, if they find themselves falling, reverse their course. Collins' research project—more than four years in duration—uncovered five step-wise stages of decline:
Stage 1: Hubris Born of Success
Stage 2: Undisciplined Pursuit of More
Stage 3: Denial of Risk and Peril
Stage 4: Grasping for Salvation
Stage 5: Capitulation to Irrelevance or Death
By understanding these stages of decline, leaders can substantially reduce their chances of falling all the way to the bottom.
Great companies can stumble, badly, and recover.
Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top. Anyone can fall and most eventually do. But, as Collins' research emphasizes, some companies do indeed recover—in some cases, coming back even stronger—even after having crashed into the depths of Stage 4.
Decline, it turns out, is largely self-inflicted, and the path to recovery lies largely within our own hands. We are not imprisoned by our circumstances, our history, or even our staggering defeats along the way. As long as we never get entirely knocked out of the game, hope always remains. The mighty can fall, but they can often rise again.
Sales Forecasts and Cash Flow Projections
Sample Estimate Worksheet
Sample Bid and Invoice
Client Check-In Form
Start Your Own Corporation educates you on an action plan to protect your life’s gains. Corporate attorney and best selling author Garrett Sutton clearly explains the all too common risks of failing to protect yourself and the strategies for limiting your liability going forward. The information is timely, accessible and applicable to every citizen in every situation.
Garrett Sutton has spent the last thirty years protecting clients’ assets and implementing corporate structures to limit liability. This significant experience shines through in a very readable book on the why to’s and how to’s for achieving asset protection. Start Your Own Corporation teaches how to select between corporations and LLCs and how to use Nevada and Wyoming entities to your maximum advantage. This non-technical and easy to understand book also educates on the importance of following corporate formalities, using business tax deductions and building business credit.
Rich Dad Poor Dad author Robert Kiyosaki says, “Start Your Own Corporation is a must read for anyone with any assets to protect.”
Sample Operational Weekly Schedule 7878Outfitting your mobile kitchenAttracting customersNavigating operations concernsUnderstanding legal aspects
and food safetyBuilding your menu
Through case studies, you’ll learn how successful enterprises have rethought everything from governance and financial management to systems architecture and organizational culture in the pursuit of radically improved performance. Adopting Lean will take time and commitment, but it’s vital for harnessing the cultural and technical forces that are accelerating the rate of innovation.Discover how Lean focuses on people and teamwork at every level, in contrast to traditional management practicesApproach problem-solving experimentally, by exploring solutions, testing assumptions, and getting feedback from real usersLead and manage large-scale programs in a way that empowers employees, increases the speed and quality of delivery, and lowers costsLearn how to implement ideas from the DevOps and Lean Startup movements even in complex, regulated environments
Winner of the National Academy of Sciences Best Book Award in 2012
Selected by the New York Times Book Review as one of the ten best books of 2011
A Globe and Mail Best Books of the Year 2011 Title
One of The Economist's 2011 Books of the Year
One of The Wall Street Journal's Best Nonfiction Books of the Year 2011
2013 Presidential Medal of Freedom Recipient
Kahneman's work with Amos Tversky is the subject of Michael Lewis's The Undoing Project: A Friendship That Changed Our Minds
In the international bestseller, Thinking, Fast and Slow, Daniel Kahneman, the renowned psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. The impact of overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the profound effect of cognitive biases on everything from playing the stock market to planning our next vacation—each of these can be understood only by knowing how the two systems shape our judgments and decisions.
Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives—and how we can use different techniques to guard against the mental glitches that often get us into trouble. Winner of the National Academy of Sciences Best Book Award and the Los Angeles Times Book Prize and selected by The New York Times Book Review as one of the ten best books of 2011, Thinking, Fast and Slow is destined to be a classic.
All too often business owners and real estate investors are asking this question. They have formed their protective entity – be it a corporation, LLC or LP – and don’t know what to do next.
“Run Your Own Corporation” provides the solution to this very common dilemma. Breaking down the requirements chronologically (ie the first day, first quarter, first year) the book sets forth all the tax and corporate and legal matters new business owners must comply with. Written by Rich Dad’s Advisor Garrett Sutton, Esq., who also authored the companion edition “Start Your Own Corporation”, the book clearly identifies what must be done to properly maintain and operate your corporation entity.
From the first day, when employer identification numbers must be obtained in order to open up a bank account, to the fifth year when trademark renewals must be filed, and all the requirements in between, “Run Your Own Corporation” is a unique resource that all business owners and investors must have.
Rich Dad/Poor Dad author Robert Kiyosaki states, “Run Your Own Corporation is the missing link for most entrepreneurs. They’ve set up their entity, but don’t know the next steps. Garrett Sutton’s book provides valuable information needed at the crucial start up phase of operations. It is highly recommended reading.”
When “Start Your Own Corporation” is combined with “Run Your Own Corporation” readers have a two book set that offers the complete corporate picture.
This book shows you how to validate your initial idea, find the right customers, decide what to build, how to monetize your business, and how to spread the word. Packed with more than thirty case studies and insights from over a hundred business experts, Lean Analytics provides you with hard-won, real-world information no entrepreneur can afford to go without.Understand Lean Startup, analytics fundamentals, and the data-driven mindsetLook at six sample business models and how they map to new ventures of all sizesFind the One Metric That Matters to youLearn how to draw a line in the sand, so you’ll know it’s time to move forwardApply Lean Analytics principles to large enterprises and established products
The sad truth is that many companies fail because they focus too intensely on their own innovations, and then neglect the innovation ecosystems on which their success depends. In our increasingly interdependent world, winning requires more than just delivering on your own promises. It means ensuring that a host of partners -some visible, some hidden- deliver on their promises, too.
In The Wide Lens, innovation expert Ron Adner draws on over a decade of research and field testing to take you on far ranging journeys from Kenya to California, from transport to telecommunications, to reveal the hidden structure of success in a world of interdependence.
A riveting study that offers a new perspective on triumphs like Amazon's e-book strategy and Apple's path to market dominance; monumental failures like Michelin with run-flat tires and Pfizer with inhalable insulin; and still unresolved issues like electric cars and electronic health records, The Wide Lens offers a powerful new set of frameworks and tools that will multiply your odds of innovation success.
The Wide Lens will change the way you see, the way you think - and the way you win.
With unequaled insight and brio, New York Times columnist David Brooks has long explored and explained the way we live. Now Brooks turns to the building blocks of human flourishing in a multilayered, profoundly illuminating work grounded in everyday life. This is the story of how success happens, told through the lives of one composite American couple, Harold and Erica. Drawing on a wealth of current research from numerous disciplines, Brooks takes Harold and Erica from infancy to old age, illustrating a fundamental new understanding of human nature along the way: The unconscious mind, it turns out, is not a dark, vestigial place, but a creative one, where most of the brain’s work gets done. This is the realm where character is formed and where our most important life decisions are made—the natural habitat of The Social Animal. Brooks reveals the deeply social aspect of our minds and exposes the bias in modern culture that overemphasizes rationalism, individualism, and IQ. He demolishes conventional definitions of success and looks toward a culture based on trust and humility. The Social Animal is a moving intellectual adventure, a story of achievement and a defense of progress. It is an essential book for our time—one that will have broad social impact and will change the way we see ourselves and the world.
BONUS: Includes new material.
In Y-Size Your Business, Jason Ryan Dorsey, The Gen Y Guy, presents a step-by-step methodology for best employing Gen Y without investing a lot of time or money. A member of Gen Y himself he delivers an insider's view of his generation as well as more than fifty cost-effective, ready-to-use strategies that deliver immediate measurable results. Dorsey collected these creative strategies from the frontlines of business during his work with executives, managers, and entrepreneurs in businesses large and small around the world. He shows you exactly how to attract the best Gen Y employees, quickly develop their workplace skills, and then unlock their performance, motivation, and loyalty.Reveals creative ways to attract, retain, motivate, and develop Gen Y employees without paying them more money (or meeting their Mom) Includes a behind-the-scenes view of Gen Y from someone in Gen Y (including why they text message without vowels) Explains the primary workplace differences between the four generations and how to leverage their strengths Features funny, outrageous, and candid stories that expose the generation gap in the office (Is that a tattoo?) Helps you view the Gen Y employee life cycle and key business operations in a new way—one you can use to your business and career advantage
Companies that wisely choose to embrace Gen Y today will be well positioned to navigate the global economy tomorrow. Not only will these companies benefit from the talents and ambitions of Gen Y—they’ll also benefit from Gen Y's increasing economic influence as well as their massive social networks. Based on Dorsey's work with business leaders at companies around the world, as a keynote speaker, consultant, and generational expert, Y-Size Your Business presents precisely the solutions you need to make the most of an increasingly important generation that is ready to make an impact from their first day at work (and then blog about it!).
Is perfectionism a good thing or does it get in our way? In The Perfectionist's Handbook, clinical psychologist Jeff Szymanski helps readers navigate their way out of the "perfectionism paradox": if your intentions are good (wanting to excel) and the outcomes you want are reasonable (to feel competent and satisfied), why would perfectionism backfire and result in unhappiness and stress? Learn when perfectionism will pay off, and when and why it sabotages you. Specific strategies are outlined throughout the book to help readers transform their perfectionism from a liability to an asset.
There is no reason to eliminate perfectionism altogether—instead, build on what's working and change what's not. The Perfectionist's Handbook helps readers to:Distinguish between intention and strategy as a way of improving outcomes Identify diminishing returns and how to redistribute time and resources Make the most of mistakes rather than being preoccupied with trying to avoid them Learn to focus on your "Top 10" list as a way of getting the most out of your life Access others more effectively as a way of improving performance Obtain more balance in their lives
Good Profit: How Creating Value for Others Built One of the World’s Most Successful Companies is a nonfiction book that outlines the management strategy of Charles G. Koch, the chief executive officer (CEO) of Koch Industries, Inc. It builds on his 2007 book, The Science of Success: How Market-Based Management Built the World’s Largest Private Company, by including guidance on how to apply his management strategies, and answers questions about Koch Industries’s success and failures…
PLEASE NOTE: This is key takeaways and analysis of the book and NOT the original book.
Inside this Instaread of Good Profit:
· Overview of the book
· Important People
· Key Takeaways
· Analysis of Key Takeaways
Now, in his new book, sales expert Mark Hunter shatters costly prospecting myths and eliminates confusion about what works today. Merging new strategies with proven practices, High-Profit Prospecting will help you:
Find better leads and qualify them quicklyTrade cold calling for informed callingTailor your timing and messageLeave a great voicemailCraft compelling emailsUse social media effectivelyLeverage referralsGet past gatekeepers and open new doorsSteer clear of prospecting pitfallsConnect with the C-SuiteAnd more
The Internet won’t fill your sales funnel—and you can’t rely on the marketing department for leads (not if you want to succeed). High-Profit Prospecting puts the power back where it belongs—in your hands. Follow its formula and start bringing in valuable new business.
Forty years ago, Israeli psychologists Daniel Kahneman and Amos Tversky wrote a series of breathtakingly original studies undoing our assumptions about the decision-making process. Their papers showed the ways in which the human mind erred, systematically, when forced to make judgments in uncertain situations. Their work created the field of behavioral economics, revolutionized Big Data studies, advanced evidence-based medicine, led to a new approach to government regulation, and made much of Michael Lewis’s own work possible. Kahneman and Tversky are more responsible than anybody for the powerful trend to mistrust human intuition and defer to algorithms.
The Undoing Project is about a compelling collaboration between two men who have the dimensions of great literary figures. They became heroes in the university and on the battlefield—both had important careers in the Israeli military—and their research was deeply linked to their extraordinary life experiences. Amos Tversky was a brilliant, self-confident warrior and extrovert, the center of rapt attention in any room; Kahneman, a fugitive from the Nazis in his childhood, was an introvert whose questing self-doubt was the seedbed of his ideas. They became one of the greatest partnerships in the history of science, working together so closely that they couldn’t remember whose brain originated which ideas, or who should claim credit. They flipped a coin to decide the lead authorship on the first paper they wrote, and simply alternated thereafter.
This story about the workings of the human mind is explored through the personalities of two fascinating individuals so fundamentally different from each other that they seem unlikely friends or colleagues. In the process they may well have changed, for good, mankind’s view of its own mind.
"Dave Anderson has hit another home run! Up Your Business! is an invaluable, highly readable guide that should be on the desk--and in the mind--of anyone demanding top-level performance from themselves and others."
--James Strock, author, Reagan on Leadership and Theodore Roosevelt on Leadership
"Up Your Business! is a powerful blueprint for companies looking to take their business to the next level. It is one of the most powerful books on business and leadership I have ever read and will be a major component of Saga Communications' leadership training."
--Warren Lada, Senior Vice President, Saga Communications, Inc.
"Once again, Dave Anderson puts it all together in a way that almost makes you think he's been looking over your shoulder all these years. Chapter two alone, 'Abolish Corporate Welfare: Create a Culture of Merit,' is worth the time it takes to read the entire book."
--Mike Roscoe, founder and President, Horizon Communications
"Finally . . . a business book that gets to the heart of what matters and creates usable templates that could help any business thrive."
--Roxanne Emmerich, author, Thank God It's Monday!
You’ve talked to customers. You’ve identified problems that need solving, and maybe even built a minimum viable product. But now there’s a second bridge to cross. How do you tell whether your idea represents a viable business? Do you really have to go through the whole cycle of development, failure, iteration, tweak, repeat?
Scaling Lean offers an invaluable blueprint for modeling startup success. You’ll learn the essential metrics that measure the output of a working business model, give you the pulse of your company, communicate its health to investors, and enable you to make precise interventions when things go wrong. You’ll also learn how to:
· ballpark the viability of a business model using a simple five-minute back-of-the-envelope estimation.
· stop using current revenue as a measure of progress (it forces you to fly blind and, often, to overpromise to your shareholders) and instead embrace the metric of traction—which helps you identify the leading indicators for future business model growth.
· set progressive goals that set you up for exponential long-term success by implementing a staged 10X rollout strategy, like one employed by Facebook and Tesla.
· stop burying your breakthrough insights in failed experiments, but rather illuminate them using two-week LEAN sprints to quickly source, rank, and test ideas.
Ash Maurya, a serial entrepreneur and author of the startup cult classic Running Lean, pairs real-world examples of startups like Airbnb and Hubspot with techniques from the manufacturing world in this tactical handbook for scaling with maximum efficiency and efficacy. This is vital reading for any startup founder graduating from the incubator stage.
From the Hardcover edition.
eBay has changed the way products and services are purchased all over the world. Daily over 1.5 million online customers and providers log on to bid and sell virtually anything that can be bought or purchased. In 2006, eBay sellers are estimated to post $22 billion in sales. There are businesses earning $1 million a year selling products on eBay today. It is estimated that more than half a million people make full-time incomes just with their eBay business. eBay also allows you to run a business that requires no advertising costs.
eBay is a level playing field--it doesn't matter how old you are, what nationality or income level, whether you own a business now or not, what your background is, or where you are located. Start making money on eBay today!
The book starts with a complete overview of how eBay works. Then you are guided through the whole process of creating the auction and auction strategies, photography, writing copy, text and formatting, managing auctions, shipping, collecting payments, registering, About Me page, sources for merchandise, multiple sales, programming tricks, PayPal, accounting, creating marketing, merchandising, managing e-mail lists, advertising plans, taxes and sales tax, best time to list items and for how long, sniping programs, international customers, opening a storefront, electronic commerce, buy-it now pricing, keywords, Google marketing, and eBay secrets; everything you will ever need to get started making money on eBay!
Atlantic Publishing is a small, independent publishing company based in Ocala, Florida. Founded over twenty years ago in the company president's garage, Atlantic Publishing has grown to become a renowned resource for non-fiction books. Today, over 450 titles are in print covering subjects such as small business, healthy living, management, finance, careers, and real estate. Atlantic Publishing prides itself on producing award winning, high-quality manuals that give readers up-to-date, pertinent information, real-world examples, and case studies with expert advice. Every book has resources, contact information, and web sites of the products or companies discussed.
The brutal advice he offers has changed the lives of millions of people and increased sales for countless businesses. In this Second Edition of Shut Up, Stop Whining, and Get a Life, Winget takes the same principles and expands the lessons with brand new examples, stories, and added wisdom. It may sound ruthless, but your life is your own fault and if you shut up, stop whining, and take action you can create a better life.
Drawing on his incredible success in transforming his Dallas Cadillac dealership into the second largest in America, Carl Sewell revealed the secret of getting customers to return again and again in the original Customers for Life. A lively, down-to-earth narrative, it set the standard for customer service excellence and became a perennial bestseller. Building on that solid foundation, this expanded edition features five completely new chapters, as well as significant additions to the original material, based on the lessons Sewell has learned over the last ten years.
Sewell focuses on the expectations and demands of contemporary consumers and employees, showing that businesses can remain committed to quality service in the fast-paced new millennium by sticking to his time-proven approach: Figure out what customers want and make sure they get it. His “Ten Commandants” provide the essential guidelines, including:
• Underpromise, overdeliver: Never disappoint your customers by charging them more than they planned. Always beat your
estimate or throw in an extra service free of charge
• No complaints? Something’s wrong: If you never ask your customers what else they want, how are you going to give it to them?
• Measure everything: Telling your employees to do their best won’t work if you don’t know how they can improve
• Borrow, borrow, borrow: Sewell, for example, learned about hospitality from Japanese culture, cleanliness from Disney, and
politeness from his mother.
We all have ideas—things we want to do or create—but only some of us will do what it takes to see those ideas come to pass. In Good Idea. Now What? readers will discover some of the essential values and principles that guide successful idea-makers, including the leveraging of mixed environments for creativity, working through resistance and setbacks, developing a practical plan for implementation that works, navigating collaborative opportunities, and communicating your idea to make it truly remarkable.
Whether you're just a creative type, or the leader of an organization, you must figure out a creative process and develop an infrastructure for implementing your ideas. Good Idea. Now What? offers systematic advice for moving your ideas to execution. It will show you:The fundamental elements of a good idea Tangible pathways to follow after initial inspiration The importance of branding and its impact on ideas Practical advice for developing a loyal tribe of supporters who will take your idea to a whole new level
It's not enough to be inspired. Learn how to follow through on your ideas and discover how great an impact you can have!
--Provides a comprehensive view of financing methods: public, private, and a combination of both sectors.
--Includes an up-to-date evaluation of traditional and new financing techniques, and the limitations and opportunities of each.
--Addresses current economic issues, including a chapter on banking reform.
--Includes completely revised sections on private and entrepreneurial finance as well as public finance.
* Get back any customer you've lost.
* Find out who in your company is loyal to you and who is not.
* Get any group of people to get along and work as a team.
* Turn a lazy worker into an ambitious go-getter.
* Fire anyone easily, without an argument or even a difficult conversation.
* Dilute the impact of negative publicity quickly.
* Collect money owed, no matter how long it's been overdue.
* Inspire your client, colleague, or boss to go along with your idea or plan.
* Manage the unmanageable-get any employee to fall in line with the company line.
But cross-border differences are larger than we often assume, explains Pankaj Ghemawat in Redefining Global Strategy. Most economic activity—including direct investment, tourism, and communication—happens locally, not internationally.
In this “semiglobalized” world, one-size-fits-all strategies don’t stand a chance. Companies must instead reckon with cross-border differences. Ghemawat shows you how—by providing tools for:
· Assessing the cultural, administrative, geographic, and economic differences between countries at the industry level and deciding which ones merit attention.
· Tracking the implications of particular border-crossing moves for your company’s ability to create value.
· Creating superior performance with strategies optimized for adaptation (adjusting to differences), aggregation (overcoming differences), and arbitrage (exploiting differences), and for compound objectives.
In-depth examples reveal how companies such as Cemex, Toyota, Procter & Gamble, Tata Consultancy Services, IBM, and GE Healthcare have adroitly managed cross-border differences—as well as how other well-known companies have failed at this challenge.
Crucial for any business competing across borders, this book will transform the way you approach global strategy.
Thomas Piketty’s Capital in the Twenty-First Century is a study of inequity, both historically and in the present. The book describes how the concentration of wealth has changed over time. Its central thesis is that return on capital is greater than growth over time, which means that capital and inequality inevitably increase. The book also considers the ways governments might address the increasing concentration of wealth in the future.
Many economists have argued that increasing worker productivity in the modern era will inevitably result in reduced inequality. The historical record suggests that this is untrue. For most of history, there has been a huge gap between the rich and poor with no real middle class.
That changed in developed countries during the twentieth century for a number of reasons. First, two world wars caused massive shocks to the status quo and resulted in severe losses to many holders of capital…
PLEASE NOTE: This is key takeaways and analysis of the book and NOT the original book.
Inside this Instaread Summary of Capital in the Twenty-First Century:
· Overview of the Book
· Important People
· Key Takeaways
· Analysis of Key Takeaways
About the Author
With Instaread, you can get the key takeaways, summary and analysis of a book in 15 minutes. We read every chapter, identify the key takeaways and analyze them for your convenience.
You believe you are a rational, logical being who sees the world as it really is, but journalist David McRaney is here to tell you that you're as deluded as the rest of us. But that's OK- delusions keep us sane. You Are Not So Smart is a celebration of self-delusion. It's like a psychology class, with all the boring parts taken out, and with no homework.
Based on the popular blog of the same name, You Are Not So Smart collects more than 46 of the lies we tell ourselves everyday, including:Dunbar's Number - Humans evolved to live in bands of roughly 150 individuals, the brain cannot handle more than that number. If you have more than 150 Facebook friends, they are surely not all real friends. Hindsight bias - When we learn something new, we reassure ourselves that we knew it all along. Confirmation bias - Our brains resist new ideas, instead paying attention only to findings that reinforce our preconceived notions. Brand loyalty - We reach for the same brand not because we trust its quality but because we want to reassure ourselves that we made a smart choice the last time we bought it.
Packed with interesting sidebars and quick guides on cognition and common fallacies, You Are Not So Smart is a fascinating synthesis of cutting-edge psychology research to turn our minds inside out.
The Fall of the Alphas explores the sweeping changes taking place in the corporate and social cultures of today's most successful organizations. Utilizing years of advising companies of all sizes, hypergrowth startups to Fortune 500 company management teams, Dana Ardi identifies a pivotal evolutionary moment: the decline of the traditional Alpha-model (the top-down, male-dominated, authoritarian, corner-office hierarchy that has ruled organizational landscapes for so long), as it is replaced by collaboration, connectivity, and the sharing of power. As Ardi persuasively demonstrates, in the new Beta organization, it is the team players, the sage advisors, the network experts, the trusted assistants, and the communications facilitators who are coming to the fore, as savvy managers learn to lead through influence and collaboration rather than authority and competition. From technology behemoths to small and medium-sized businesses, Beta has become the new paradigm for success in today's challenging market.
With insight and practical guidance, Dana Ardi shows how any business organization or team can re-organize from Alpha to Beta—and be more effective, flexible, and profitable
Bestselling leadership and management guru Jason Jennings and his researchers screened 22,000 companies around the world that had been cited as great examples of reinvention. They selected the best, verified their success, interviewed their leaders, and learned how they pursue never-ending radical change.
The fresh insights they discovered became Jennings's "reinvention rules" for any business. The featured companies include: Starbucks-which turned itself around by making tons of small bets on new ideas. Fresher store designs, better food products, and free Wi-Fi were a few of the results. Apollo Tyres-which launched the Apollo Academy to train everyone and reinvented how it finds, keeps, and grows people. It went from five hundred million to two billion in annual sales in only a few years. Arrow Electronics-which found success by solving problems that drove its customers crazy and has become a twenty-billion-dollar electronics giant by shifting its focus from selling commodities to custom tailoring solutions. Smithfield Foods-which faced a PR crisis over the way it slaughtered animals and polluted the environment and transformed itself by hiring an environmental activist and empowering him to transform the company's ethos.
If you're ready to toss same old, same old out the door, The Reinventors will become your road map to successfully pursuing continuous change. It will help your company stay relevant for years to come.
From the Hardcover edition.
Among the specific topics tackled here are China's interest in African oil; military and security relations; the influx and goals of Chinese aid to sub-Saharan Africa; human rights issues; and China's overall strategy in the region. China's insatiable demand for energy and raw materials responds to sub-Saharan Africa's relatively abundant supplies of unprocessed metals, diamonds, and gold, while offering a growing market for Africa's agriculture and light manufactures. As this book illustrates, this evolving symbiosis could be the making of Africa, the poorest and most troubled continent, while it further powers China's expansive economic machine.
Contributors include Deborah Brautigam (American University), Harry Broadman (World Bank), Stephen Brown (University of Ottawa), Martyn J. Davies (Stellenbosch University), Joshua Eisenman (UCLA), Chin-Hao Huang (Stockholm International Peace Research Institute), Paul Hubbard (Australian Department of the Treasury),Wenran Jiang (University of Alberta), Darren Kew (University of Massachusetts– Boston), Henry Lee (Harvard University), Li Anshan (Peking University), Ndubisi Obiorah (Centre for Law and Social Action, Nigeria), Stephanie Rupp (National University of Singapore), Dan Shalmon (Georgetown University), David Shinn (GeorgeWashington University), Chandra Lekha Sriram (University of East London), and Yusuf Atang Tanko (University of Massachusetts–Boston)
• develop leads regardless of what you are selling;
• close sales with one short question;
• identify who to talk with and who to avoid;
• avoid rookie mistakes that cost you business.
By using these tools, you can sell insurance, real estate, advertising space, and any number of other products with confi dence. You can also become a better public speaker and discover new ways to use the Internet to increase sales.
Praise for Fishing for Leads
“When Rick tells you how to build a speech, believe him. I’ve been copying him for years!”—Mark Hansen, author of Success 101 for Teens, Dollars and Sense for Winning Financial Life
“Rick’s been a legend in the direct selling world for over thirty years. He’s done what he’s teaching.”—Michael Gonzalez, published screenwriter
Co-creation involves redefining the way organizations engage individuals—customers, employees, suppliers, partners, and other stakeholders—bringing them into the process of value creation and engaging them in enriched experiences, in order to
—formulate new breakthrough strategies
—design compelling new products and services
—transform management processes
—lower risks and costs
—increase market share, loyalty, and returns
In this pathbreaking book, Venkat Ramaswamy (who coined the term co-creation with C. K. Prahalad) and Francis Gouillart, pioneers in working with companies to develop co-creation practices, show how every organization—from large corporation to small firm, and government agency to not-for-profit—can achieve “win more–win more” results with these methods. Based on extraordinary research and the authors’ hands-on experiences with successful projects in co-creation at dozens of the world’s most exciting organizations, The Power of Co-Creation illustrates with detailed examples from leading firms such as those above, as well as from Cisco, GlaxoSmithKline, Amazon, Jabil, Predica, Wacoal, Caja Navarra, and many others, how enterprises have used a wide range of “engagement platforms”—and how they have even restructured internal management processes—in order to harness the power of co-creation.
As the authors’ wealth of examples make vividly clear, enterprises can no longer afford to view customers and other stakeholders as passive recipients of their products and services but must learn to engage them in defining and delivering enhanced value. Co-creation goes beyond the conventional “process view” of quality, re-engineering, and lean thinking, and is the essential new mind-set and practice for boosting sustainable growth, productivity, and profits in the future.