Management Politics

A revolutionary and timely reconsideration of everything we know about power. Celebrated UC Berkeley psychologist Dr. Dacher Keltner argues that compassion and selflessness enable us to have the most influence over others, and the result is power as a force for good in the world.

A successful Wall Street trader turned Cambridge neuroscientist reveals the biology of boom and bust and how risk taking transforms our body chemistry, driving us to extremes of euphoria and risky behavior or stress and depression. The laws of financial boom and bust, it turns out, have more than a little to do with male hormones. In a series of groundbreaking experiments, Dr. John Coates identified a feedback loop between testosterone and success that dramatically lowers the fear of risk.

Do you need to make health care decisions for an aging parent but are unsure where to start? Are you at crossroads in your career and don’t know how to move forward? Have you ever been on a jury trying to understand confusing legal instructions? How to Think Like a Lawyer has the answers to help you cut through the confusion and gain an advantage in your everyday life. Kim Wehle identifies the details you need to pay attention to, the questions you should ask, the responses you should anticipate, and the pitfalls you can avoid.

Lee Iacocca believes that leaders are made in times of crisis - such as today. In Where Have All the Leaders Gone? he offers his no-nonsense, straight-up assessments of the American politicians most likely to run for president in 2008. He also shares his lessons learned, and issues a call to action to summon Americans back to their roots in hard work, common sense, integrity, generosity, and optimism. Where have all the leaders gone? Lee Iacocca has the answer.

While today’s business world is dominated by technology and data analysis, award-winning financial journalist and anthropology PhD Gillian Tett advocates thinking like an anthropologist to better understand consumer behavior, markets, and organizations to address some of society’s most urgent challenges.

More than 50 years since the passage of the Equal Pay Act, the wage gap still hovers at 80 percent, and only five percent of CEOs in the Fortune 500 are women. Today, rising up the ranks in many companies still often means cutthroat, win-at-all-costs tactics, where being the loudest voice in the room is more important than being the person with the best ideas for moving the company forward. Not surprisingly, most women don’t want to play this game.

A longtime trauma worker, Laura van Dernoot Lipsky offers a deep and empathetic survey of the often-unrecognized toll on those working to make the world a better place. We may feel tired, cynical, numb, or like we can never do enough. These, and other symptoms, affect us individually and collectively, sapping the energy and effectiveness we so desperately need if we are to benefit humankind, other animals, and the planet itself. Through Trauma Stewardship, we are called to meet these challenges in an intentional way.

Whenever we worry about what to eat, how to love, or simply how to be happy, we are worrying about how to lead a good life. No goal is more elusive. In How to Be a Stoic, philosopher Massimo Pigliucci offers Stoicism, the ancient philosophy that inspired the great emperor Marcus Aurelius, as the best way to attain it. Stoicism is a pragmatic philosophy that teaches us to act depending on what is within our control and separate things worth getting upset about from those that are not.

A cyberattack on an obscure US dam leaves thousands dead and the government wondering who attacked it, and why. When they realize it is just the tip of the iceberg - and that the safety of all of America is at stake - the president has no choice but to call in Luke Stone.

What do the $350 million Ford Motor Company disaster known as the Edsel, the fast and incredible rise of Xerox, and the unbelievable scandals at General Electric and Texas Gulf Sulphur have in common? Each is an example of how an iconic company was defined by a particular moment of fame or notoriety; these notable and fascinating accounts are as relevant today to understanding the intricacies of corporate life as they were when the events happened.

The world is changing drastically before our eyes - will you be prepared for what comes next? A groundbreaking analysis from one of the world's foremost experts on global trends, including analysis on how COVID-19 will amplify and accelerate each of these changes. By 2030: there will be more grandparents than grandchildren; the middle class in Asia and Sub-Saharan Africa will outnumber the US and Europe combined; the global economy will be driven by the non-Western consumer for the first time in modern history; and much more....

From leading global futurist and advisor James Canton, the acclaimed author of The Extreme Future and Technofutures, comes Future Smart: the essential blueprint on what's coming next. It details the key changes--in health and medicine, technology and communication, the global economy, the Earth's climate, energy, and business--that every person, company, and government must understand in order not only to adapt accordingly but to thrive in the coming decades.

This book is a guide for leaders seeking to build a community, to strengthen the community they already have, or who may not think of themselves as community leaders but who are envisioning a group they hope to create. These communities can be formal, with official memberships and administrations, or informal, tied by shared values and commitments.

One L, Scott Turow's journal of his first year at law school and a best seller when it was first published in 1977, has gone on to become a virtual bible for prospective law students. Not only does it introduce with remarkable clarity the ideas and issues that are the stuff of legal education; it also brings alive the anxiety and competitiveness, with others and, even more, with oneself, that set the tone in this crucible of character building.

The audiobook provides unprecedented insight into leadership, management, strategy, and life-thinking that not only helped Rumsfeld lead the Pentagon in wartime, but earned him a reputation as one of America's toughest and most effective CEOs.

America has been through the biggest financial crisis since the great Depression, unemployment numbers are frightening, median wages have been flat since the 1970s, and it is common to expect that things will get worse before they get better. Certainly, the multidecade stagnation is not yet over. How will we get out of this mess?

If you're like most people, you think that your choices and behaviors are driven by your individual personal tastes and opinions. You wear a certain jacket because you like the way it looks. You picked a particular career because you found it interesting. The notion that our choices are driven by our own personal thoughts and opinions is patently obvious. Right? Wrong. Without our realizing it, other people's behavior has a huge influence on everything we do at every moment of our lives, from the mundane to the momentous occasion.

Integrity. It is more than simple honesty. It's the key to success. A person with integrity has the, often rare, ability to pull everything together, to make it all happen no matter how challenging the circumstances.

Red teaming. It is a practice as old as the Devil's Advocate, the 11th-century Vatican official charged with discrediting candidates for sainthood. Today, red teams - comprised primarily of fearless skeptics and those assuming the role of saboteurs who seek to better understand the interests, intentions, and capabilities of institutions or potential competitors - are used widely in both the public and private sector.

Henry Kissinger analyses the lives of six extraordinary leaders—Konrad Adenauer, Charles de Gaulle, Richard Nixon, Anwar Sadat, Lee Kuan Yew, and Margaret Thatcher—through the distinctive strategies of statecraft that he believes they embodied. To each of these studies, Kissinger brings historical perception, public experience and, because he knew each of the subjects and participated in many of the events he describes, personal knowledge.