by Ed Catmull,Amy Wallace
About the book: NEW YORK TIMES BESTSELLER | NAMED ONE OF THE BEST BOOKS OF THE YEAR BY The Huffington Post • Financial Times • Success • Inc. • Library JournalFrom Ed Catmull, co-founder (with Steve Jobs and John Lasseter) of Pixar Animation Studios, the Academy Award–winning studio behind Inside Out and Toy Story, comes an incisive book about creativity in business and leadership—sure to appeal to readers of Daniel Pink, Tom Peters, and Chip and Dan Heath. Fast Company raves that Creativity, Inc. “just might be the most thoughtful management book ever.”Creativity, Inc. is a book for managers who want to lead their employees to new heights, a manual for anyone who strives for originality, and the first-ever, all-access trip into the nerve center of Pixar Animation—into the meetings, postmortems, and “Braintrust” sessions where some of the most successful films in history are made. It is, at heart, a book about how to build a creative culture—but it is also, as Pixar co-founder and president Ed Catmull writes, “an expression of the ideas that I believe make the best in us possible.” For nearly twenty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Monsters, Inc., Finding Nemo, The Incredibles, Up, WALL-E, and Inside Out, which have gone on to set box-office records and garner thirty Academy Awards. The joyousness of the storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, in this book, Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable. As a young man, Ed Catmull had a dream: to make the first computer-animated movie. He nurtured that dream as a Ph.D. student at the University of Utah, where many computer science pioneers got their start, and then forged a partnership with George Lucas that led, indirectly, to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the thirteen movies that followed—was the unique environment that Catmull and his colleagues built at Pixar, based on leadership and management philosophies that protect the creative process and defy convention, such as: • Give a good idea to a mediocre team, and they will screw it up. But give a mediocre idea to a great team, and they will either fix it or come up with something better. • If you don’t strive to uncover what is unseen and understand its nature, you will be ill prepared to lead. • It’s not the manager’s job to prevent risks. It’s the manager’s job to make it safe for others to take them. • The cost of preventing errors is often far greater than the cost of fixing them. • A company’s communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody. Praise for Creativity, Inc.“Over more than thirty years, Ed Catmull has developed methods to root out and destroy the barriers to creativity, to marry creativity to the pursuit of excellence, and, most impressive, to sustain a culture of disciplined creativity during setbacks and success.”—Jim Collins, co-author of Built to Last and author of Good to Great “Too often, we seek to keep the status quo working. This is a book about breaking it.”—Seth Godin
by W. Chan Kim,Renée Mauborgne
About the book: The global phenomenon, embraced by business worldwide and now published in more than 40 languages. This international bestseller challenges everything you thought you knew about the requirements for strategic success. Since the dawn of the industrial age, companies have engaged in head-to-head competition in search of sustained, profitable growth. They have fought for competitive advantage, battled over market share, and struggled for differentiation. Yet, as this influential and immensely popular book shows, these hallmarks of competitive strategy are not the way to create profitable growth in the future. In the international bestseller Blue Ocean Strategy, W. Chan Kim and Renee Mauborgne argue 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. Such strategic moves, which the authors call “value innovation,” create powerful leaps in value that often render rivals obsolete for more than a decade. Blue Ocean Strategy presents a systematic approach to making the competition irrelevant and outlines principles and tools any company can use to create and capture their own blue oceans. A landmark work that upends traditional thinking about strategy, this bestselling business book charts a bold new path to winning the future. Published by Harvard Business Review Press.
by Malcolm Gladwell
About the book: This celebrated New York Times bestseller -- now poised to reach an even wider audience in paperback -- is a book that is changing the way Americans think about selling products and disseminating ideas.
by Andrew S. Grove
About the book: The essential skill of creating and maintaining new businesses—the art of the entrepreneur—can be summed up in a single word: managing. In High Output Management, Andrew S. Grove, former chairman and CEO (and employee number three) of Intel, shares his perspective on how to build and run a company. Born of Grove’s experiences at one of America’s leading technology companies, this legendary management book is a Silicon Valley staple, equally appropriate for sales managers, accountants, consultants, and teachers, as well as CEOs and startup founders. Grove covers techniques for creating highly productive teams, demonstrating methods of motivation that lead to peak performance—throughout, High Output Management is a practical handbook for navigating real-life business scenarios and a powerful management manifesto with the ability to revolutionize the way we work. From the Trade Paperback edition.
by L. David Marquet
About the book: "Leadership should mean giving control rather than taking control and creating leaders rather than forging followers." David Marquet, an experienced Navy officer, was used to giving orders. As newly appointed captain of the USS Santa Fe, a nuclear-powered submarine, he was responsible for more than a hundred sailors, deep in the sea. In this high-stress environment, where there is no margin for error, it was crucial his men did their job and did it well. But the ship was dogged by poor morale, poor performance, and the worst retention in the fleet. Marquet acted like any other captain until, one day, he unknowingly gave an impossible order, and his crew tried to follow it anyway. When he asked why the order wasn't challenged, the answer was "Because you told me to." Marquet realized he was leading in a culture of followers, and they were all in danger unless they fundamentally changed the way they did things. That's when Marquet took matters into his own hands and pushed for leadership at every level. Turn the Ship Around! is the true story of how the Santa Fe skyrocketed from worst to first in the fleet by challenging the U.S. Navy's traditional leader-follower approach. Struggling against his own instincts to take control, he instead achieved the vastly more powerful model of giving control. Before long, each member of Marquet's crew became a leader and assumed responsibility for everything he did, from clerical tasks to crucial combat decisions. The crew became fully engaged, contributing their full intellectual capacity every day, and the Santa Fe started winning awards and promoting a highly disproportionate number of officers to submarine command. No matter your business or position, you can apply Marquet's radical guidelines to turn your own ship around. The payoff: a workplace where everyone around you is taking responsibility for their actions, where people are healthier and happier, where everyone is a leader. From the Hardcover edition.
by Don Norman
About the book: Even the smartest among us can feel inept as we fail to figure out which light switch or oven burner to turn on, or whether to push, pull, or slide a door. The fault, argues this ingenious?even liberating?book, lies not in ourselves, but in product design that ignores the needs of users and the principles of cognitive psychology. The problems range from ambiguous and hidden controls to arbitrary relationships between controls and functions, coupled with a lack of feedback or other assistance and unreasonable demands on memorization. "The Design of Everyday Things" shows that good, usable design is possible. The rules are simple: make things visible, exploit natural relationships that couple function and control, and make intelligent use of constraints. The goal: guide the user effortlessly to the right action on the right control at the right time. In this entertaining and insightful analysis, cognitive scientist Donald A. Norman hails excellence of design as the most important key to regaining the competitive edge in influencing consumer behavior. Now fully expanded and updated, with a new introduction by the author, "The Design of Everyday Things" is a powerful primer on how?and why?some products satisfy customers while others only frustrate them.
by Douglas W. Hubbard
About the book: Now updated with new measurement methods and new examples, How to Measure Anything shows managers how to inform themselves in order to make less risky, more profitable business decisions This insightful and eloquent book will show you how to measure those things in your own business, government agency or other organization that, until now, you may have considered "immeasurable," including customer satisfaction, organizational flexibility, technology risk, and technology ROI. Adds new measurement methods, showing how they can be applied to a variety of areas such as risk management and customer satisfaction Simplifies overall content while still making the more technical applications available to those readers who want to dig deeper Continues to boldly assert that any perception of "immeasurability" is based on certain popular misconceptions about measurement and measurement methods Shows the common reasoning for calling something immeasurable, and sets out to correct those ideas Offers practical methods for measuring a variety of "intangibles" Provides an online database (www.howtomeasureanything.com) of downloadable, practical examples worked out in detailed spreadsheets Written by recognized expert Douglas Hubbard—creator of Applied Information Economics—How to Measure Anything, Third Edition illustrates how the author has used his approach across various industries and how any problem, no matter how difficult, ill defined, or uncertain can lend itself to measurement using proven methods.
by Chip Heath,Dan Heath
About the book: What is that makes urban myths so persistent but many everyday truths so eminently forgettable? How do newspapers set about ensuring that their headlines make you want to read on? And why do we remember complicated stories but not complicated facts? In the course of over ten years of study, Chip and Dan Heath have established what it is that determines whether particular ideas or stories stick in our minds or not, and Made to Stick is the fascinating outcome of their painstaking research. Packed full of case histories and thought-provoking anecdotes, it shows, among other things, how one Australian scientist convinced the world he'd discovered the cause of stomach ulcers by drinking a glass filled with bacteria, how a gifted sports reporter got people to watch a football match by showing them the outside of the stadium, and how high-concept pitches such as 'Jaws on a spaceship' (Alien) and 'Die Hard on a bus' (Speed) convince movie executives to invest vast sums of money in a project on the basis of almost no information. Entertaining and informative by turns, this is a fascinating and multi-faceted account of a key area of human behaviour. At the same time, by showing how we can all use such cleverly devised strategies as the 'Velcro Theory of Memory' and 'curiosity gaps', it offers superbly practical insights, setting out principles we all can adopt to make sure that we get our ideas across effectively.
by Katie Hafner,Matthew Lyon
About the book: Twenty five years ago, it didn't exist. Today, twenty million people worldwide are surfing the Net. Where Wizards Stay Up Late is the exciting story of the pioneers responsible for creating the most talked about, most influential, and most far-reaching communications breakthrough since the invention of the telephone. In the 1960's, when computers where regarded as mere giant calculators, J.C.R. Licklider at MIT saw them as the ultimate communications devices. With Defense Department funds, he and a band of visionary computer whizzes began work on a nationwide, interlocking network of computers. Taking readers behind the scenes, Where Wizards Stay Up Late captures the hard work, genius, and happy accidents of their daring, stunningly successful venture.
by Andy Weir
About the book: The Sunday Times Bestseller behind the major new film from Ridley Scott starring Matt Damon and Jessica Chastain. I’m stranded on Mars. I have no way to communicate with Earth. I’m in a Habitat designed to last 31 days. If the Oxygenator breaks down, I’ll suffocate. If the Water Reclaimer breaks down, I’ll die of thirst. If the Hab breaches, I’ll just kind of explode. If none of those things happen, I’ll eventually run out of food and starve to death. So yeah. I’m screwed.
by Joe Navarro,Marvin Karlins
About the book: He says that's his best offer. Is it? She says she agrees. Does she? The interview went great—or did it? He said he'd never do it again. But he did. Read this book and send your nonverbal intelligence soaring. Joe Navarro, a former FBI counterintelligence officer and a recognized expert on nonverbal behavior, explains how to "speed-read" people: decode sentiments and behaviors, avoid hidden pitfalls, and look for deceptive behaviors. You'll also learn how your body language can influence what your boss, family, friends, and strangers think of you. You will discover: The ancient survival instincts that drive body language Why the face is the least likely place to gauge a person's true feelings What thumbs, feet, and eyelids reveal about moods and motives The most powerful behaviors that reveal our confidence and true sentiments Simple nonverbals that instantly establish trust Simple nonverbals that instantly communicate authority Filled with examples from Navarro's professional experience, this definitive book offers a powerful new way to navigate your world.
by Jane Jacobs
About the book: In this classic text, Jane Jacobs set out to produce an attack on current city planning and rebuilding and to introduce new principles by which these should be governed. The result is one of the most stimulating books on cities ever written. Throughout the post-war period, planners temperamentally unsympathetic to cities have been let loose on our urban environment. Inspired by the ideals of the Garden City or Le Corbusier's Radiant City, they have dreamt up ambitious projects based on self-contained neighbourhoods, super-blocks, rigid 'scientific' plans and endless acres of grass. Yet they seldom stop to look at what actually works on the ground. The real vitality of cities, argues Jacobs, lies in their diversity, architectural variety, teeming street life and human scale. It is only when we appreciate such fundamental realities that we can hope to create cities that are safe, interesting and economically viable, as well as places that people want to live in.
by Eugene B. Fluckey
About the book: The thunderous roar of exploding depth charges was a familiar and comforting sound to the crew members of the USS Barb, who frequently found themselves somewhere between enemy fire and Davy Jones's locker. Under the leadership of her fearless skipper, Captain Gene Fluckey, the Barb sank the greatest tonnage of any American sub in World War II. At the same time, the Barb did far more than merely sink ships-she changed forever the way submarines stalk and kill their prey. This is a gripping adventure chock-full of "you-are-there" moments. Fluckey has drawn on logs, reports, letters, interviews, and a recently discovered illegal diary kept by one of his torpedomen. And in a fascinating twist, he uses archival documents from the Japanese Navy to give its version of events. The unique story of the Barb begins with its men, who had the confidence to become unbeatable. Each team helped develop innovative ideas, new tactics, and new strategies. All strove for personal excellence, and success became contagious. Instead of lying in wait under the waves, the USS Barb pursued enemy ships on the surface, attacking in the swift and precise style of torpedo boats. She was the first sub to use rocket missiles and to creep up on enemy convoys at night, joining the flank escort line from astern, darting in and out as she sank ships up the column. Surface-cruising, diving only to escape, "Luckey Fluckey" relentlessly patrolled the Pacific, driving his boat and crew to their limits. There can be no greater contrast to modern warfare's long-distance, videogame style of battle than the exploits of the captain and crew of the USS Barb, where they sub, out of ammunition, actually rammed an enemy ship until it sank. Thunder Below! is a first-rate, true-life, inspirational story of the courage and heroism of ordinary men under fire.
by Dan Ariely
About the book: Why do smart people make irrational decisions every day? The answers will surprise you. Predictably Irrational is an intriguing, witty and utterly original look at why we all make illogical decisions.
by Steven D. Levitt,Stephen J. Dubner
About the book: Which is more dangerous, a gun or a swimming pool? What do schoolteachers and sumo wrestlers have in common? Why do drug dealers still live with their moms? How much do parents really matter? How did the legalization of abortion affect the rate of violent crime? These may not sound like typical questions for an econo-mist to ask. But Steven D. Levitt is not a typical economist. He is a much-heralded scholar who studies the riddles of everyday life—from cheating and crime to sports and child-rearing—and whose conclusions turn conventional wisdom on its head. Freakonomics is a groundbreaking collaboration between Levitt and Stephen J. Dubner, an award-winning author and journalist. They usually begin with a mountain of data and a simple question. Some of these questions concern life-and-death issues; others have an admittedly freakish quality. Thus the new field of study contained in this book: freakonomics. Through forceful storytelling and wry insight, Levitt and Dubner show that economics is, at root, the study of incentives—how people get what they want, or need, especially when other people want or need the same thing. In Freakonomics, they explore the hidden side of . . . well, everything. The inner workings of a crack gang. The truth about real-estate agents. The myths of campaign finance. The telltale marks of a cheating schoolteacher. The secrets of the Klu Klux Klan. What unites all these stories is a belief that the modern world, despite a great deal of complexity and downright deceit, is not impenetrable, is not unknowable, and—if the right questions are asked—is even more intriguing than we think. All it takes is a new way of looking. Freakonomics establishes this unconventional premise: If morality represents how we would like the world to work, then economics represents how it actually does work. It is true that readers of this book will be armed with enough riddles and stories to last a thousand cocktail parties. But Freakonomics can provide more than that. It will literally redefine the way we view the modern world. Bonus material added to the revised and expanded 2006 edition The original New York Times Magazine article about Steven D. Levitt by Stephen J. Dubner, which led to the creation of this book. Seven “Freakonomics” columns written for the New York Times Magazine, published between August 2005 and April 2006. Selected entries from the Freakonomics blog, posted between April 2005 and May 2006 at http://www.freakonomics.com/blog/.
by William Ury
About the book: We all want to get to yes, but what happens when the other person keeps saying no? How can you negotiate successfully with a stubborn boss, an irate customer, or a deceitful coworker? In Getting Past No, William Ury of Harvard Law School’s Program on Negotiation offers a proven breakthrough strategy for turning adversaries into negotiating partners. You’ll learn how to: • Stay in control under pressure • Defuse anger and hostility • Find out what the other side really wants • Counter dirty tricks • Use power to bring the other side back to the table • Reach agreements that satisfies both sides' needs Getting Past No is the state-of-the-art book on negotiation for the twenty-first century. It will help you deal with tough times, tough people, and tough negotiations. You don’t have to get mad or get even. Instead, you can get what you want! From the Trade Paperback edition.
by Stephen R. Covey
About the book: Stephen R. Covey's the 7 Habits of Highly Effective People - Interactive Edition explains through infographics, videos and excerpts of teachings the philosophy that has revolutionized life management. For 25 years, Stephen R. Covey’s step-by-step lessons have helped millions from all walks of life lead successful and satisfying lives. A new condensed and transformed interactive edition of Stephen R. Covey’s most famous work, supported with videos, explanatory infographics, self-tests and more, is here to continue those valuable lessons.
by Chip Heath,Dan Heath
About the book: Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives? 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. From the Hardcover edition.