Sapiens?
Why homo sapiens needs to raise its game to counter current challenges, and the need for wisdom to do it.
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Issue: Human Society
Upheaval: How Nations Cope with Crisis and Change
Author of thelandmark international bestsellers Guns, Germs and Steel and Collapse, Jared Diamond has transformed our understanding of what makes civilizations rise and fall. Now, at a time when crises are erupting around the world, heexplores what makes certain nations resilient, and reveals the factors that influence how nations and individuals can respond to enormous challenges.
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Thinking, Fast and Slow
Why is there more chance we’ll believe something if it’s in a bold type face? Why are judges more likely to deny parole before lunch? Why do we assume a good-looking person will be more competent? The answer lies in the two ways we make choices: fast, intuitive thinking, and slow, rational thinking. This book reveals how our minds are tripped up by error and prejudice (even when we think we are being logical), and gives you practical techniques for slower, smarter thinking. It will enable to you make better decisions at work, at home, and in everything you do.
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The Sciences of the Artificial
Continuing his exploration of the organization of complexity and the science of design, this new edition of Herbert Simon’s classic work on artificial intelligence adds a chapter that sorts out the current themes and tools—chaos, adaptive systems, genetic algorithms—for analyzing complexity and complex systems. There are updates throughout the book as well. These take into account important advances in cognitive psychology and the science of design while confirming and extending the book’s basic thesis: that a physical symbol system has the necessary and sufficient means for intelligent action. The chapter “Economic Reality” has also been revised to reflect a change in emphasis in Simon’s thinking about the respective roles of organizations and markets in economic systems.
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The Paradox of Control in Organizations
Business leaders are expected to be ‘in control’ of the situation in which their businesses find themselves. But how can organizational leaders and managers control matters entirely out of their hands; such as the next action a competitor takes, or the next law a government may pass? In this book, Philip Streatfield reflects on his own experience as a manager to explore the question: who, or what is ‘in control’ in an organization?
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