Empfehlungen basierend auf "The Laws of Human Nature"

“Ridley writes with panache, wit, and humor and displays remarkable ingenuity in finding ways to present complicated materials for the lay reader.” — Los Angeles TimesIn a bold and provocative interpretation of economic history, Matt Ridley, the New York Times-bestselling author of Genome and The Red Queen, makes the case for an economics of hope, arguing that the benefits of commerce, technology, innovation, and change—what Ridley calls cultural evolution—will inevitably increase human prosperity. Fans of the works of Jared Diamond (Guns, Germs, and Steel), Niall Ferguson (The Ascent of Money), and Thomas Friedman (The World Is Flat) will find much to ponder and enjoy in The Rational Optimist.

The Challenge: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?The Study: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?The Standards: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 Comparisons: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: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: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept: (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.“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 widely adopted, now classic book on influence and persuasion—a major national and international bestseller with more than four million copies sold!In this highly acclaimed New York Times bestseller, Dr. Robert B. Cialdini—the seminal expert in the field of influence and persuasion—explains the psychology of why people say yes and how to apply these principles ethically in business and everyday situations.You’ll learn the six universal principles of influence and how to use them to become a skilled persuader—and, just as importantly, how to defend yourself against dishonest influence attempts: Reciprocation: The internal pull to repay what another person has provided us. Commitment and Consistency: Once we make a choice or take a stand, we work to behave consistently with that commitment in order to justify our decisions. Social Proof: When we are unsure, we look to similar others to provide us with the correct actions to take. And the more, people undertaking that action, the more we consider that action correct. Liking: The propensity to agree with people we like and, just as important, the propensity for others to agree with us, if we like them. Authority: We are more likely to say “yes” to others who are authorities, who carry greater knowledge, experience or expertise. Scarcity: We want more of what is less available or dwindling in availability.Understanding and applying the six principles ethically is cost-free and deceptively easy. Backed by Dr. Cialdini’s 35 years of evidence-based, peer-reviewed scientific research—as well as by a three-year field study on what moves people to change behavior—Influence is a comprehensive guide to using these principles effectively to amplify your ability to change the behavior of others.

Ben Horowitz, cofounder of Andreessen Horowitz and one of Silicon Valley's most respected and experienced entrepreneurs, offers essential advice on building and running a startup—practical wisdom for managing the toughest problems business school doesn’t cover, based on his popular ben’s blog.While many people talk about how great it is to start a business, very few are honest about how difficult it is to run one. Ben Horowitz analyzes the problems that confront leaders every day, sharing the insights he’s gained developing, managing, selling, buying, investing in, and supervising technology companies. A lifelong rap fanatic, he amplifies business lessons with lyrics from his favorite songs, telling it straight about everything from firing friends to poaching competitors, cultivating and sustaining a CEO mentality to knowing the right time to cash in.Filled with his trademark humor and straight talk, The Hard Thing About Hard Things is invaluable for veteran entrepreneurs as well as those aspiring to their own new ventures, drawing from Horowitz's personal and often humbling experiences.

"It is philosophy that has the duty of protecting us...without it no one can lead a life free of fear or worry."For several years of his turbulent life, Seneca was the guiding hand of the Roman Empire. His inspired reasoning derived mainly from the Stoic principles, which had originally been developed some centuries earlier in Athens. This selection of Seneca's letters shows him upholding the austere ethical ideals of Stoicism—the wisdom of the self-possessed person immune to overmastering emotions and life’s setbacks—while valuing friendship and the courage of ordinary men, and criticizing the harsh treatment of slaves and the cruelties in the gladiatorial arena. The humanity and wit revealed in Seneca’s interpretation of Stoicism is a moving and inspiring declaration of the dignity of the individual mind.For more than seventy years, Penguin has been the leading publisher of classic literature in the English-speaking world. With more than 1,700 titles, Penguin Classics represents a global bookshelf of the best works throughout history and across genres and disciplines. Readers trust the series to provide authoritative texts enhanced by introductions and notes by distinguished scholars and contemporary authors, as well as up-to-date translations by award-winning translators.

The legendary bestseller that made millions look at the world in a radically different way returns in a new edition, now including an exclusive discussion between the authors and bestselling professor of psychology Angela Duckworth.Which is more dangerous, a gun or a swimming pool? Which should be feared more: snakes or french fries? Why do sumo wrestlers cheat? In this groundbreaking book, leading economist Steven Levitt—Professor of Economics at the University of Chicago and winner of the American Economic Association’s John Bates Clark medal for the economist under 40 who has made the greatest contribution to the discipline—reveals that the answers. Joined by acclaimed author and podcast host Stephen J. Dubner, Levitt presents a brilliant—and brilliantly entertaining—account of how incentives of the most hidden sort drive behavior in ways that turn conventional wisdom on its head.

Getting to Yes is a straightorward, universally applicable method for negotiating personal and professional disputes without getting taken -- and without getting angry. It offers a concise, step-by-step, proven strategy for coming to mutually acceptable agreements in every sort of conflict -- whether it involves parents and children, neighbors, bosses and employees, customers or corporations, tenants or diplomats. Based on the work of Harvard Negotiation Project, a group that deal continually with all levels of negotiations and conflict resolutions from domestic to business to international, Getting to Yes tells you how to: Separate the people from the problem Focus on interests, not positions Work together to create opinions that will satisfy both parties negotiate successfully with people who are more powerful, refuse to play by the rules, or resort to "dirty tricks"

Providing an introduction to "flow," a new field of behavioral science that offers life-fulfilling potentialities, this study explains its principals and shows how to introduce flow into all aspects of life, avoiding the interferences of disharmony

A new translation of the influential teachings of the great Stoic philosopherDespite being born into slavery, Greco-Roman philosopher Epictetus became one of the most influential thinkers of his time. Discourses and Selected Writings is a transcribed collection of informal lectures given by the philosopher around AD 108. A gateway into the life and mind of a great intellectual, it is also an important example of the usage of Koine or “common” Greek, an ancestor to Standard Modern Greek.

In this timely manifesto, the authors of the New York Times bestseller Rework broadly reject the prevailing notion that long hours, aggressive hustle, and "whatever it takes" are required to run a successful business today.In Rework, Jason Fried and David Heinemeier Hansson introduced a new path to working effectively. Now, they build on their message with a bold, iconoclastic strategy for creating the ideal company culture—what they call "the calm company." Their approach directly attack the chaos, anxiety, and stress that plagues millions of workplaces and hampers billions of workers every day.Long hours, an excessive workload, and a lack of sleep have become a badge of honor for modern professionals. But it should be a mark of stupidity, the authors argue. Sadly, this isn’t just a problem for large organizations—individuals, contractors, and solopreneurs are burning themselves out the same way. The answer to better productivity isn’t more hours—it’s less waste and fewer things that induce distraction and persistent stress.It’s time to stop celebrating Crazy, and start celebrating Calm, Fried and Hansson assert.Fried and Hansson have the proof to back up their argument. "Calm" has been the cornerstone of their company’s culture since Basecamp began twenty years ago. Destined to become the management guide for the next generation, It Doesn't Have to Be Crazy at Work is a practical and inspiring distillation of their insights and experiences. It isn’t a book telling you what to do. It’s a book showing you what they’ve done—and how any manager or executive no matter the industry or size of the company, can do it too.