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$19.95 $16.92
Liberate yourself from cubicles and corporate handcuffs! "It's about time this book was written. It is a long-overdue manifesto for the mobile lifestyle, and Tim Ferriss is the ideal ambassador. This will be huge."
– Jack Canfield, co-creator of Chicken Soup for the Soul®
“This engaging book makes you ask the most important question that you will ever face: What exactly is it that you want out of work and life, and why? Tim Ferriss is a master of getting more for less, often with the help of people he doesn't even know, and here he gives away his secrets for fulfilling your dreams.”
– Bo Burlingham, Editor-at-Large, Inc. Magazine
"If you want to live your dreams now, and not in 20 or 30 years, buy this book!"
– Laura Roden, Chairman of the Silicon Valley Association of Start-up Entrepreneurs
"Part scientist and part adventure hunter, Tim Ferriss has created a road map for an entirely new world. I devoured this book in one sitting – I have seen nothing like it."
– Charles L. Brock, Chairman and CEO, Brock Capital Group, Former President, Harvard Law School Association What do you do? Tim Ferriss has trouble answering the question. Depending on when you ask this controversial Princeton University guest lecturer, he might answer:“I race motorcycles in Europe.” “I ski in the Andes.” “I scuba dive in Panama.” “I dance tango in Buenos Aires.” He has spent more than five years learning the secrets of the New Rich, a fast-growing subculture who has abandoned the “deferred-life plan” (slaversaver retire) and instead mastered the new currencies — time and mobility — to create luxury lifestyles in the here and now. Whether you are an overworked employee or an entrepreneur trapped in your own business, this book is the compass for a new and revolutionary world. Join Tim Ferriss as he teaches you:• What the crucial difference is between absolute and relative income • How to train your boss to value performance over presence, or kill your job (or company) if it’s beyond repair (pages 209 and 222) • What automated cash-flow “muses” are and how to create one in 2 to 4 weeks • How to cultivate selective ignorance — and create time — with a low-information diet • What the management secrets of Remote Control CEOs are (page 184) • How to get free housing worldwide and airfare at 50–80% off (page 232) • How to fill the void and create a meaningful life after removing work and the office
You can have it all — really. Also available as an audiobook
About the Author
TIMOTHY FERRISS, serial entrepreneur and ultravagabond, has been featured in the New York Times, National Geographic Traveler, Maxim, and other media. He speaks six languages, runs a multinational firm from wireless locations worldwide, and has been a world-record holder in tango, a national champion in Chinese kickboxing, and an actor on a hit television series in Hong Kong. He is twenty-nine years old.
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"It's about time this book was written. It is a long-overdue manifesto for the mobile lifestyle, and Tim Ferriss is the ideal ambassador. This will be huge." Jack Canfield, Co-creator of Chicken Soup for the Soul®, 100+ million copies sold
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From the book Cautions and ComparisonsHow to Burn $1,000,000 a night
These individuals have riches just as we say that we "have a fever," when really the fever has us.
--seneca (4 b.c.--a.d. 65)
I also have in mind that seemingly wealthy, but most terribly impoverished class of all, who have accumulated dross, but know not how to use it, or get rid of it, and thus have forged their own golden or silver fetters.
--henry david thoreau (1817--1862)
1:00 a.m. cst, 30,000 feet over las vegas
His friends, drunk to the point of speaking in tongues, were asleep. It was just the two of us now in first-class. He extended his hand to introduce himself, and an enormous--Looney Tunes enormous--diamond ring appeared from the ether as his fingers crossed under my reading light.
Mark was a legitimate magnate. He had, at different times, run practically all the gas stations, convenience stores, and gambling in South Carolina. He confessed with a half smile that, in an average trip to Sin City, he and his fellow weekend warriors might lose an average of $500,000 to $1,000,000--each. Nice.
He sat up in his seat as the conversation drifted to my travels, but I was more interested in his astounding record of printing money.
"So, of all your businesses, which did you like the most?"
The answer took less than a second of thought.
"None of them."
He explained that he had spent more than 30 years with people he didn't like to buy things he didn't need. Life had become a succession of trophy wives--he was on lucky number three--expensive cars, and other empty bragging rights. Mark was one of the living dead.
This is exactly where we don't want to end up.
Apples and Oranges: A Comparison
So, what makes the difference? What separates the New Rich, characterized by options, from the Deferrers (D), those who save it all for the end only to find that life has passed them by?
It begins at the beginning. The New Rich can be separated from the crowd based on their goals, which reflect very distinct priorities and life philosophies.
Note how subtle differences in wording completely change the necessary actions for fulfilling what at a glance appear to be similar goals. These are not limited to business owners. Even the first, as I will show later, applies to employees.
D:To work for yourself.
NR:To have others work for you.
D:To work when you want to.
NR:To prevent work for work's sake, and to do the minimum necessary for maximum effect ("minimum effective load").
D:To retire early or young.
NR:To distribute recovery periods and adventures (mini-retirements) throughout life on a regular basis and recognize that inactivity is not the goal. Doing that which excites you is.
D:To buy all the things you want to have.
NR:To do all the things you want to do, and be all the things you want to be. If this includes some tools and gadgets, so be it, but they are either means to an end or bonuses, not the focus.
D:To be the boss instead of the employee; to be in charge.
NR:To be neither the boss nor the employee, but the owner. To own the trains and have someone else ensure they run on time.
D:To make a ton of money.
NR:To make a ton of money with specific reasons and defined dreams to chase, timelines and steps included. What are you working for?
D:To have more.
NR:To have more quality and less clutter. To have huge financial reserves but recognize that most material wants are justifications for spending...

$12.99
The New York Times bestselling Freakonomics was a worldwide sensation, selling more than four million copies in thirty-five languages and changing the way we look at the world. Steven D. Levitt and Stephen J. Dubner return with Superfreakonomics, and fans and newcomers alike will find that the freakquel is even bolder, funnier, and more surprising than the first. SuperFreakonomics challenges the way we think all over again, exploring the hidden side of everything with such questions as: How is a street prostitute like a department-store Santa? What do hurricanes, heart attacks, and highway deaths have in common? Can eating kangaroo save the planet? Levitt and Dubner mix smart thinking and great storytelling like no one else. By examining how people respond to incentives, they show the world for what it really is-good, bad, ugly, and, in the final analysis, super freaky. Freakonomics has been imitated many times over-but only now, with SuperFreakonomics, has it met its match. |
This one is even better, funnier, and even more eyeopening than the first. It changes the way we think about the world, giving people different views from an angle so out here most people probably wouldn't have even made the connection without reading this book. And what's scary is that it is all so true!!! These two smart men and their adapted way of thinking will change the way you look at things for sure! Just by observing, thinking, and reporting their findings they have exposed the world for what it really it. Again. I don't really know what genre this ebook belongs in, just buy it!
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How is a Street Prostitute Like a Department-Store Santa?
Meet LaSheena, a part- time prostitute . . . One million dead “witches”
. . . The many ways in which females are punished for being born female . . .
Even Radcliffe women pay the price . . . Title IX creates jobs for women; men
take them . . . 1 of every 50 women a prostitute . . . The booming sex trade
in old- time Chicago . . . A survey like no other . . . The erosion of
prostitute pay . . . Why did oral sex get so cheap? . . . Pimps
versus Realtors . . . Why cops love prostitutes . . . Where did all the
schoolteachers go? . . . What really accounts for the male- female wage gap? .
. . Do men love money the way women love kids? . . . Can a sex change boost
your salary? . . . Meet Allie, the happy prostitute; why aren’t there more
women like her?
It turns out that the typical street prostitute in Chicago works 13 hours a
week, performing 10 sex acts during that period, and earns an hourly wage of
approximately $27. So her weekly take- home pay is roughly $350. This includes
an average of $20 that a prostitute steals from her customers and acknowledges
that some prostitutes accept drugs in lieu of cash— usually crack cocaine or
heroin, and usually at a discount. Of all the women in Venkatesh’s study,83
percent were drug addicts.
Like LaSheena, many of these women took on other, non- prostitution work,
which Venkatesh also tracked. Prostitution paid about four times more than those
jobs. But as high as that wage premium may be, it looks pretty meager when you
consider the job’s downsides. In a given year, atypical prostitute in
Venkatesh’s study experienced a dozen incidents of violence. At least 3 of the
160 prostitutes who participated died during the course of the study. “Most of
the violence by johns is when, for some reason, they can’t consummate or can’t
get erect,” says Venkatesh. “Then he’s shamed—‘I’m too manly for you’ or ‘You’re
too ugly for me!’ Then the john wants his money back, and you definitely don’t
want to negotiate with a man who just lost his masculinity.”
Moreover, the women’s wage premium pales in comparison to the one enjoyed by
even the low- rent prostitutes from a hundred years ago. Compared with them,
women like LaSheena are working for next to nothing.
Why has the prostitute’s wage fallen so far?
Because demand has fallen dramatically. Not the demand for sextant
is still robust. But prostitution, like any industry, is vulnerable to
competition.
Who poses the greatest competition to a prostitute? Simple: any woman who is
willing to have sex with a man for free.
It is no secret that sexual mores have evolved substantially in recent
decades. The phrase “casual sex” didn’t exist a century ago (to say nothing of
“friends with benefits”). Sex outside of marriage was much harder to come by and
carried significantly higher penalties than it does today.
Imagine a young man, just out of college but not ready to settle down, who
wants to have some sex. In de cades past, prostitution was a likely option.
Although illegal, it was never hard to find, and the risk of arrest was
minuscule. While relatively expensive in the short term, it provided good long-
term value because it didn’t carry the potential costs of an unwanted pregnancy
or a marriage commitment. At least20 percent of American men born between 1933
and 1942 had their first sexual intercourse with a prostitute.
Now imagine that same young man twenty years later. The shift in sexual mores
has given him a much greater supply of unpaid sex. In his generation, only 5
percent of men lose their virginity to a prostitute. And it’s not that he
and his friends are saving themselves for marriage. More than 70 percent of the
men in his generation have sex before they marry, compared with just 33 percent
in the earlier generation.
So premarital sex emerged as a viable substitute for prostitution. And as the
demand for paid sex decreased, so too did the wage of the people who provide
it.

$24.95 $21.16
How to tap the power of social software and networks to build your business
In Trust Agents, two social media veterans show you how to tap into the power of social networks to build your brand's influence, reputation, and, of course, profits. Today's online influencers are web natives who trade in trust, reputation, and relationships, using social media to accrue the influence that builds up or brings down businesses online.
The book shows how people use online social tools to build networks of influence and how you can use those networks to positively impact your business. Because trust is key to building online reputations, those who traffic in it are "trust agents," the key people your business needs on its side.
- Delivers actionable steps and case studies that show how social media can positively impact your business
- Written by authors with over ten years of online media experience
- Shows you how to build and wield influence online to benefit your brand
- Combines high-level theory with practical step-by-step guidance
If you want your business to succeed, don't sit on the sidelines. Instead, use the Web to build trust with your consumers using Trust Agents. |
Adobe ePub [ 0.5 Mb ] Street Date: Thursday, August 27, 2009 Adobe Digital Edition [ 2.5 Mb ] Street Date: Thursday, August 13, 2009 MobiPocket (OD) [ 0.6 Mb ] Street Date: Tuesday, August 25, 2009 Audio Book (MP3) [ 199.9 Mb ] Street Date: Wednesday, September 30, 2009 Audio Book (WMA) [ 101.9 Mb ] Street Date: Wednesday, September 30, 2009
"Wow! Every once in a while you find a book that is a sit up in your chair, take notes, tell your friends, change your life breakthrough. This is that book. No kidding, you can trust me." Seth Godin, author of Tribes
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$14.95 $12.68
“You’ll not only break the ice, you’ll melt it away with your new skills.” — Larry King
“The lost art of verbal communication may be revitalized by Leil Lowndes.” — Harvey McKay, author of “How to Swim with the Sharks Without Being Eaten Alive”
What is that magic quality makes some people instantly loved and respected? Everyone wants to be their friend (or, if single, their lover!) In business, they rise swiftly to the top of the corporate ladder. What is their “Midas touch?”
What it boils down to is a more skillful way of dealing with people.
The author has spent her career teaching people how to communicate for success. In her book How to Talk to Anyone (Contemporary Books, October 2003) Lowndes offers 92 easy and effective sure-fire success techniques— she takes the reader from first meeting all the way up to sophisticated techniques used by the big winners in life. In this information-packed book you’ll find:
- 9 ways to make a dynamite first impression
- 14 ways to master small talk, “big talk,” and body language
- 14 ways to walk and talk like a VIP or celebrity
- 6 ways to sound like an insider in any crowd
- 7 ways to establish deep subliminal rapport with anyone
- 9 ways to feed someone’s ego (and know when NOT to!)
- 11 ways to make your phone a powerful communications tool
- 15 ways to work a party like a politician works a room
- 7 ways to talk with tigers and not get eaten alive
In her trademark entertaining and straight-shooting style, Leil gives the techniques catchy names so you’ll remember them when you really need them, including: “Rubberneck the Room,” “Be a Copyclass,” “Come Hither Hands,” “Bare Their Hot Button,” “The Great Scorecard in the Sky,” and “Play the Tombstone Game,” for big success in your social life, romance, and business.
How to Talk to Anyone, which is an update of her popular book, Talking the Winner’s Way (see the 5-star reviews of the latter)is based on solid research about techniques that work!
By the way, don’t confuse How to Talk to Anyone with one of Leil’s previous books, How to Talk to Anybody About Anything. This one is completely different! |

$25.00 $21.20
Disregard the myth of the lone professional "superman" and the rest of our culture's go-it alone mentality. The real path to success in your work and in your life is through creating an inner circle of "lifeline relationships" -- deep, close relationships with a few key trusted individuals who will offer the encouragement, feedback, and generous mutual support every one of us needs to reach our full potential. Whether your dream is to lead a company, be a top producer in your field, overcome the self-destructive habits that hold you back, lose weight or make a difference in the larger world, Who's Got Your Back will give you the roadmap you've been looking for to achieve the success you deserve.
Keith Ferrazzi, the internationally renowned thought leader, consultant, and bestselling author of Never Eat Alone, shows us that becoming a winner in any field of endeavor requires a trusted team of advisors who can offer guidance and help to hold us accountable to achieving our goals. It is the reason PH.D candidates have advisor teams, top executives have boards, world class athletes have fitness coaches, and presidents have cabinets.
In this step-by-step guide to the powerful principles behind personal growth and change, you'll learn how to:
Master the mindsets that will help you to build deeper, more trusting "lifeline relationships"
Overcome the career-crippling habits that hold you back, once and for all
Get further, faster by setting goals in a dramatically more powerful way
Use "sparring" as a productive tool to make the decisions that will fuel personal success
Replace the yes men in your life with those who get it and care -- and will hold you accountable to achieving your goals
Lower your guard and let others help!
None of us can do it alone. We need the perspective and advice of a trusted team. And in Who's Got Your Back, Keith Ferrazzi shows us how to put our own "dream team" together.
From the Hardcover edition. |
"Keith Ferrazzi does for relationships what Tom Peters did for management . . . he's opened our eyes to a new reality that relationships are the key to success in business. Who's Got Your Back will teach anyone, from job seekers to CEOs, how to quickly build the kinds of relationships that really make a difference in business." Jack Canfield, Co-author of The Success Principles and the Chicken Soup for the Soul s
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From the book Lose Weight, Get Rich, and Change the WorldMaybe that sounds like the dubious title of some shameless self-help book, but it's pretty much the most accurate way to describe the life of Jean Nidetch. Jean was a plus-sized housewife who enlisted her friends to help her stay on a diet. What she ultimately accomplished is remarkable. But how she accomplished it is something every single one of us needs to understand.
Jean was overweight. She was overweight as a child, she was overweight in high school, and despite endless diet regimens, her waistline kept expanding throughout her twenties and thirties. Eventually, this five-foot-seven-inch woman weighed 214 pounds, wore a size 44 dress, and fit the medical definition of "obese." Jean tried diets and pills that promised to take off pounds, but she always gained back the weight she lost.
In 1961, at age thirty-eight, Jean started a diet sponsored by the New York City Department of Health. After ten weeks she was twenty pounds lighter, but starting to lose motivation. She realized that what she needed was someone to talk to for some support.
Her inspiration: Since she couldn't get her pals to make the trek with her to Manhattan to sign up for the official health department regimen, she brought the "science" of the program to their living rooms in Queens. Jean and her friends would all lose weight together. Out of those first meetings grew Weight Watchers, today widely recognized as one of the most effective weight-loss programs in the world. Nidetch's idea was simple: Losing weight requires a combination of dieting and peer support. She held weekly meetings with weight check-ins and goal setting to promote accountability, coupled with honest, supportive conversation about the struggles, setbacks, and victories of losing weight.
Eventually, Nidetch, who'd lost seventy-two pounds, rented office space and started leading groups all across New York City. In 1963 she incorporated. The company went public in 1968 and was sold to H. J. Heinz in 1978. (In 1999, Weight Watchers was again resold, to a unit of the company Artal Luxembourg.) As of 2007, Weight Watchers International had retail sales of over $4 billion from licensees and franchisees, membership fees, exercise programs, cookbooks, portion-controlled food products, and a magazine. Nidetch retired in 1984, leaving behind a legacy that has saved the lives of literally millions of men and women. As the company's current CEO, Dave Kirchhoff, notes, "Though the science of weight loss has evolved over the years, the core of Jean's program--support and accountability--has remained a constant."
What's so extraordinary about all that? Jean just wanted to get skinny, but through an inner circle of friends offering expertise, wisdom, honesty, and support she achieved far more than she ever imagined possible. Jean discovered what the great leaders and peak performers throughout history have always known: Exceptional achievement in work and life is a peer-to-peer collaborative process.
Behind every great leader, at the base of every great tale of success, you will find an indispensable circle of trusted advisors, mentors, and colleagues. These groups come in all forms and sizes and can be found at every level and in nearly all spheres of both professional and personal life, but what they all have in common is a unique kind of connection with each other that I've come to call lifeline relationships.
These relationships are, quite literally, why some people succeed far more than others. In...

$13.99 $11.86
In this first new and totally revised edition of the 150,000-copy underground bestseller, The E-Myth, Michael Gerber dispels the myths surrounding starting your own business and shows how commonplace assumptions can get in the way of running a business. He walks you through the steps in the life of a business from entrepreneurial infancy, through adolescent growing pains, to the mature entrepreneurial perspective, the guiding light of all businesses that succeed. He then shows how to apply the lessons of franchising to any business — whether or not it is a franchise. Finally, Gerber draws the vital, often overlooked distinction between working on your business and working in. your business. After you have read The E-Myth Revisited, you will truly be able to grow your business in a predictable and productive way. |
The Entrepreneurial Myth They intoxicate themselves with work so they won't see how they really are. --Aldous Huxley The E-Myth is the myth of the entrepreneur. It runs deep in this country and rings of the heroic. Picture the typical entrepreneur and Herculean pictures come to mind: a man or woman standing alone, wind-blown against the elements, bravely defying insurmountable odds, climbing sheer faces of treacherous rock--all to realize the dream of creating a business of one's own. The legend reeks of nobility, of lofty, extra-human efforts, of a prodigious commitment to larger-than-life ideals. Well, while there are such people, my experience tells me they are rare. Of the thousands of businesspeople I have had the opportunity to know and work with over the past two decades, few were real entrepreneurs when I met them. The vision was all but gone in most. The zest for the climb had turned into a terror of heights. The face of the rock had become something to cling to rather than to scale. Exhaustion was common, exhilaration rare. But hadn't all of them once been entrepreneurs? After all, they had started their own business. There must have been some dream that drove them to take such a risk. But, if so, where was the dream now? Why had it faded? Where was the entrepreneur who had started the business? The answer is simple: the entrepreneur had only existed for a moment. A fleeting second in time. And then it was gone. In most cases, forever. If the entrepreneur survived at all, it was only as a myth that grew out of a misunderstanding about who goes into business and why. A misunderstanding that has cost us dearly in this country--more than we can possibly imagine--in lost resources, lost opportunities, and wasted lives. That myth, that misunderstanding, I call the E-Myth, the myth of the entrepreneur. And it finds its roots in this country in a romantic belief that small businesses are started by entrepreneurs, when, in fact, most are not. Then who does start small businesses in America? And why? The Entrepreneurial Seizure To understand the E-Myth and the misunderstanding at its core, let's take a closer look at the person who goes into business. Not after he goes into business, but before. For that matter, where were you before you started your business? And, if you're thinking about going into business, where are you now? Well, if you're like most of the people I've known, you were working for somebody else. What were you doing? Probably technical work, like almost everybody who goes into business. You were a carpenter, a mechanic, or a machinist. You were a bookkeeper or a poodle clipper; a drafts-person or a hairdresser; a barber or a computer programmer; a doctor or a technical writer; a graphic artist or an accountant; an interior designer or a plumber or a salesperson. But whatever you were, you were doing technical work. And you were probably damn good at it. But you were doing it for somebody else. Then, one day, for no apparent reason, something happened. It might have been the weather, a birthday, or your child's graduation from high school. It might have been the paycheck you received on a Friday afternoon, or a sideways glance from the boss that just didn't sit right. It might have been a feeling that your boss didn't really appreciate your contribution to the success of his business. It could have been anything; it doesn't matter what....

$26.00 $22.05
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:
â—Ź The lowly medical interns who managed to defeat an entrenched, decades-old medical practice that was endangering patients.
â—Ź The home-organizing guru who developed a simple technique for overcoming the dread of housekeeping.
â—Ź 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. |
"Witty and instructive...The Heath brothers think that the sciences of human behavior can provide us with tools for making changes in our lives--tools that are more effective than 'willpower,' 'leadership' and other easier-said-than-done solutions. ...For any effort at change to succeed, the Heaths argue, you have to 'shape the path.' With Switch they have shaped a path that leads in a most promising direction." The Wall Street Journal
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Listen to the MP3 excerpt of this title! Listen to the WMA excerpt of this title! Chapter 1
The Three Surprises About Change
1.
One Saturday in 2000, some unsuspecting moviegoers showed up at a suburban theater in Chicago to catch a 1:05 P.M matinee of Mel Gibson's action flick Payback. They were handed a soft drink and a free bucket of popcorn and asked to stick around after the movie to answer a few questions about the concession stand. These movie fans had unwittingly entered a study of irrational eating behavior.1
There was something unusual about the popcorn they received. It was wretched. In fact, it had been carefully engineered to be wretched. It'd been popped five days earlier and was so stale that it squeaked when you ate it. One moviegoer later compared it to Styrofoam packing peanuts, and two others, forgetting that they'd received the popcorn for free, demanded their money back.
Some of them got their free popcorn in a medium-sized bucket, and others got a large bucket--the sort of huge tub that looks like it might once have been an above-ground swimming pool. Everybody got their own individual bucket so there'd be no need to share. The researchers responsible for the study were interested in a simple question: Would the people with bigger buckets eat more?
Both buckets were designed to be so big that no one could finish their portion. So the actual research question was a bit more specific: Would somebody with a larger inexhaustible supply of popcorn eat more than someone with a smaller inexhaustible supply?
The sneaky researchers weighed the buckets before and after the movie, so they were able to measure precisely how much popcorn each person ate. The results were stunning: People with the large buckets ate 53 percent more popcorn than people with the medium size. That's the equivalent of 173 more calories and approximately 21 extra hand-dips into the bucket.2
The author of the study, Brian Wansink, runs the Food and Brand Lab at Cornell University and he described the results in his book Mindless Eating: "We've run other popcorn studies, and the results were always the same, however we tweaked the details. It didn't matter if our moviegoers were in Pennsylvania, Illinois, or Iowa, and it didn't matter what kind of movie was showing; all of our popcorn studies led to the same conclusion. People eat more when you give them a bigger container. Period."
No other theory explains the behavior. These people weren't eating for pleasure. (The popcorn was so stale it squeaked!) They weren't driven by a desire to "finish their portion." (Both buckets were too big to finish.) It didn't matter whether they were hungry or full. The equation is unyielding: Bigger container = more eating.
Best of all, people refused to believe the results. After the movie, the researchers told the moviegoers about the two bucket sizes and the findings of their past research. The researchers asked, do you think you ate more because of the larger size? The vast majority scoffed at the idea, saying things like, "Things like that don't trick me," or "I'm pretty good at knowing when I'm full."
Whoops.
2.
Imagine that someone showed you the data from this study but didn't mention the bucket sizes. On your data summary, you'd see how much popcorn each person ate. You could quickly scan the results and see the differences--some people ate a little bit of popcorn, some ate a lot, and some seem determined to test the physical limits of the human stomach. Armed with a data set like that, you would have found it easy to jump to conclusions. Some people in the...

$23.00 $19.50
Whether it's a faulty memory, a tendency to multitask, or difficulty managing our time, every one of us has limitations conspiring to keep us from being organized. But, as organizational guru and former Google CIO Douglas C. Merrill points out, it isn't our fault. Our brains simply aren't designed to deal with the pressures and competing demands on our attention in today's fast-paced, information-saturated, digital world. What's more, he says, many of the ways in which our society is structured are outdated, imposing additional chaos that makes us feel stressed, scattered, and disorganized.
But it doesn't have to be this way. Luckily, we have a myriad of amazing new digital tools and technologies at our fingertips to help us manage the strains on our brains and on our lives; the trick is knowing when and how to use them. This is why Merrill, who helped spearhead Google's effort to "organize the world's information," offers a wealth of tips and strategies for how to use these new tools to become more organized, efficient, and successful than ever.
But if you're looking for traditional, rigid, one-size-fits-all strategies for organization, this isn't the book for you. Instead, Merrill draws on his intimate knowledge of how the brain works to help us develop fresh, innovative, and flexible systems of organization tailored to our individual goals, constraints, and lifestyles. From how to harness the amazing power of search, to how to get the most out of cloud computing, to techniques for filtering through the enormous avalanche of information that assaults us at every turn, to tips for minimizing distractions and better integrating work and life, Getting Organized in the Google Era is chock-full of practical, invaluable, and often counterintuitive advice for anyone who wants to be more organized and productive--and less stressed--in our 21st-century world.
From the Hardcover edition. |
"Douglas Merrill has worked a near-miracle: In short, simple steps, he shows how to become powerful and confident in a world of too much info and too little time. This isn't just the book I wished I'd written, it's the book I need to give to people I care about." -Quentin Hardy, Forbes Magazine.
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$16.00 $13.57
Selected by the Times Literary Supplement as one of the "hundred most influential books since the war"How can we benefit from the promise of government while avoiding the threat it poses to individual freedom? In this classic book, Milton Friedman provides the definitive statement of his immensely influential economic philosophy—one in which competitive capitalism serves as both a device for achieving economic freedom and a necessary condition for political freedom. The result is an accessible text that has sold well over half a million copies in English, has been translated into eighteen languages, and shows every sign of becoming more and more influential as time goes on. |
Adobe Digital Edition [ 8.1 Mb ] Street Date: Sunday, February 15, 2009
$13.19 $11.87
A black swan is a highly improbable event with three principal characteristics: It is unpredictable; it carries a massive impact; and, after the fact, we concoct an explanation that makes it appear less random, and more predictable, than it was.
The astonishing success of Google was a black swan; so was 9/11. For Nassim Nicholas Taleb, black swans underlie almost everything about our world, from the rise of religions to events in our own personal lives.
Why do we not acknowledge the phenomenon of black swans until after they occur? Part of the answer, according to Taleb, is that humans are hardwired to learn specifics when they should be focused on generalities. We concentrate on things we already know and time and time again fail to take into consideration what we don’t know. We are, therefore, unable to truly estimate opportunities, too vulnerable to the impulse to simplify, narrate, and categorize, and not open enough to rewarding those who can imagine the “impossible.”
For years, Taleb has studied how we fool ourselves into thinking we know more than we actually do. We restrict our thinking to the irrelevant and inconsequential, while large events continue to surprise us and shape our world. Now, in this revelatory book, Taleb explains everything we know about what we don’t know. He offers surprisingly simple tricks for dealing with black swans and benefiting from them.
Elegant, startling, and universal in its applications The Black Swan will change the way you look at the world. Taleb is a vastly entertaining writer, with wit, irreverence, and unusual stories to tell. He has a polymathic command of subjects ranging from cognitive science to business to probability theory. The Black Swan is a landmark book–itself a black swan.
About the Author
Nassim Nicholas Taleb has devoted his life to immersing himself in problems of luck, uncertainty, probability, and knowledge. Part literary essayist, part empiricist, part no-nonsense mathematical trader, he is currently taking a break as Dean’s Professor in the Sciences of Uncertainty at the University of Massachusetts at Amherst. His last book, the bestseller Fooled by Randomness, has been published in nineteen languages. Taleb lives mostly in New York.
Excerpt
© Reprinted by permission. All rights reserved.
PROLOGUE
ON THE PLUMAGE OF BIRDS
Before the discovery of Australia, people in the old world were convinced that all swans were white, an unassailable belief as it seemed completely confirmed by empirical evidence. The sighting of the first black swan might have been an interesting surprise for a few ornithologists (and others extremely concerned with the coloring of birds), but that is not where the significance of the story lies. It illustrates a severe limitation to our learning from observations or experience and the fragility of our knowledge. One single observation can invalidate a general statement derived from millennia of confirmatory sightings of millions of white swans. All you need is one single (and, I am told, quite ugly) black bird.*
I push one step beyond this philosophical-logical question into an empirical reality, and one that has obsessed me since childhood. What we call here a Black Swan (and capitalize it) is an event with the following three attributes.
First, it is an outlier, as it lies outside the realm of regular expectations, because nothing in the past can convincingly point to its possibility. Second, it carries an extreme impact. Third, in spite of its outlier status, human nature makes us concoct explanations for its occurrence after the fact, making it explainable and predictable.
I stop and summarize the triplet: rarity, extreme impact, and retrospective (though not prospective) predictability.* A small number of Black Swans explain almost everything in our world, from the success of ideas and religions, to the dynamics of historical events, to elements of our own personal lives. Ever since we left the Pleistocene, some ten millennia ago, the effect of these Black Swans has been increasing. It started accelerating during the industrial revolution, as the world started getting more complicated, while ordinary events, the ones we study and discuss and try to predict from reading the newspapers, have become increasingly inconsequential.
Just imagine how little your understanding of the world on the eve of the events of 1914 would have helped you guess what was to happen next. (Don’t cheat by using the explanations drilled into your cranium by your dull high school teacher). How about the rise of Hitler and the subsequent war? How about the precipitous demise of the Soviet bloc? How about the rise of Islamic fundamentalism? How about the spread of the Internet? How about the market crash of 1987 (and the more unexpected recovery)? Fads, epidemics, fashion, ideas, the emergence of art genres and schools. All follow these Black Swan dynamics. Literally, just about everything of significance around you might qualify.
This combination of low predictability and large impact makes the Black Swan a great puzzle; but that is not yet the core concern of this book. Add to this phenomenon the fact that we tend to act as if it does not exist! I don’t mean just you, your cousin Joey, and me, but almost all “social scientists” who, for over a century, have operated under the false belief that their tools could measure uncertainty. For the applications of the sciences of uncertainty to real-world problems has had ridiculous effects; I have been privileged to see it in finance and economics. Go ask your portfolio manager for his definition of “risk,” and odds are that he will supply you with a measure that excludes the possibility of the Black Swan–hence one that has no better predictive value for assessing the total risks than astrology (we will see how they dress up the intellectual fraud with mathematics). This problem is endemic in social matters.
The central idea of this book concerns our blindness with respect to randomness, particularly the large deviations: Why do we, scientists or nonscientists, hotshots or regular Joes, tend to see the pennies instead of the dollars? Why do we keep focusing on the minutiae, not the possible significant large events, in spite of the obvious evidence of their huge influence? And, if you follow my argument, why does reading the newspaper actually decrease your knowledge of the world?
It is easy to see that life is the cumulative effect of a handful of significant shocks. It is not so hard to identify the role of Black Swans, from your armchair (or bar stool). Go through the following exercise. Look into your own existence. Count the significant events, the technological changes, and the inventions that have taken place in our environment since you were born and compare them to what was expected before their advent. How many of them came on a schedule? Look into your own personal life, to your choice of profession, say, or meeting your mate, your exile from your country of origin, the betrayals you faced, your sudden enrichment or impoverishment. How often did these things occur according to plan?
* The spread of camera cell phones has afforded me a large collection of pictures of black swans sent by traveling readers. Last Christmas I also got a case of Black Swan Wine (not my favorite), a videotape (I don’t watch videos), and two books. I prefer the pictures.
* The highly expected not happening is also a Black Swan. Note that, by symmetry the occurrence of a highly improbable event is the equivalent of the nonoccurrence of a highly probable one.
What You Do Not Know
Black Swan logic makes what you don’t know far more relevant than what you do know. Consider that many Black Swans can be caused and exacerbated by their being unexpected.
Think of the terrorist attack of September 11, 2001: had the risk been reasonably conceivable on September 10, it would not have happened. If such a possibility were deemed worthy of attention, fighter planes would have circled the sky above the twin towers, airplanes would have had locked bulletproof doors, and the attack would not have taken place, period. Something else might have taken place. What? I don’t know. Isn’t it strange to see an event happening precisely because it was not supposed to happen? What kind of defense do we have against that? Whatever you come to know (that New York is an easy terrorist target, for instance) may become inconsequential if your enemy knows that you know it. It may be odd to realize that, in such a strategic game, what you know can be truly inconsequential.
This extends to all businesses. Think about the “secret recipe” to making a killing in the restaurant business. If it were known and obvious then someone next door would have already come up with the idea and it would have become generic. The next killing in the restaurant industry needs to be an idea that is not easily conceived of by the current population of restaurateurs. It has to be at some distance from expectations. The more unexpected the success of such a venture, the smaller the number of competitors, and the more successful the entrepreneur who implements the idea. The same applies to the shoe and the book businesses–or any kind of entrepreneurship. The same applies to scientific theories–nobody has interest in listening to trivialities. The payoff of a human venture is, in general, inversely proportional to what it is expected to be.
Consider the Pacific tsunami of December 2004. Had it been expected, it would not have caused the damage it did–the areas affected would have been less populated, an early warning system would have been put in place. What you know cannot really hurt you.
Experts and “Empty Suits”
The inability to predict outliers implies the inability to predict the course of history, given the share of these events in the dynamics of events.
But we act as though we are able to predict historical events, or, even wore, as if we are able to change the course of history. We produce thirty year projections of social security deficits and oil prices without realizing that we cannot even predict these for next summer–our cumulative prediction errors for political and economic events are so monstrous that every time I look at the empirical record I have to pinch myself to verify that I am not dreaming. What is surprising is not the magnitude of our forecast errors, but our absence of awareness of it. This is all the more worrisome when we engage in deadly conflicts: wars are fundamentally unpredictable (and we do not know it). Owing to this misunderstanding of the casual chains between policy and actions, we can easily trigger Black Swans thanks to aggressive ignorance–like a child playing with a chemistry kit.
Our inability to predict in environments subjected to the Black Swan, coupled with a general lack of the awareness of this state of affairs, means that certain professionals, while believing they are experts, are in fact not. based on their empirical record, they do not know more about their subject matter than the general population, but they are much better at narrating–or, worse, at smoking you with complicated mathematical models. They are also more likely to wear a tie.
Black Swans being unpredictable, we need to adjust to their existence (rather than naďvely try to predict them). There are so many things we can do if we focus on anti knowledge, or what we do not know. Among many other benefits, you can set yourself up to collect serendipitous Black Swans by maximizing your exposure to them.
Learning to Learn
Another related human impediment comes from excessive focus on what we do know: we tend to learn the precise, not the general.
What did people learn from the 9/11 episode? Did they learn that some events, owing to their dynamics, stand largely outside the realm of the predictable? No. Did they learn the built-in defect of conventional wisdom? No. What did they figure out? They learned precise rules for avoiding Islamic prototerrorists and tall buildings. Many keep reminding me that it is important... |
For me this book is a must read. So why a 4. Well I stongly belive the author could have conveyed his idea without any lose in 2 chapters.
His style very much reminds me of coffee house discussions. Where hours are spent conversing over philosophical points. However while I would very much enjoy spending evenings discussion philosophy over a cup of java, it is difficult to follow as a book.
As an investment book, this book has only one golden nugget. And that is the danger of using distributions to trade.
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From the book PROLOGUE ON THE PLUMAGE OF BIRDS
Before the discovery of Australia, people in the old world were convinced that all swans were white, an unassailable belief as it seemed completely confirmed by empirical evidence. The sighting of the first black swan might have been an interesting surprise for a few ornithologists (and others extremely concerned with the coloring of birds), but that is not where the significance of the story lies. It illustrates a severe limitation to our learning from observations or experience and the fragility of our knowledge. One single observation can invalidate a general statement derived from millennia of confirmatory sightings of millions of white swans. All you need is one single (and, I am told, quite ugly) black bird.
I push one step beyond this philosophical-logical question into an empirical reality, and one that has obsessed me since childhood. What we call here a Black Swan (and capitalize it) is an event with the following three attributes.
First, it is an outlier, as it lies outside the realm of regular expectations, because nothing in the past can convincingly point to its possibility. Second, it carries an extreme impact. Third, in spite of its outlier status, human nature makes us concoct explanations for its occurrence after the fact, making it explainable and predictable.
I stop and summarize the triplet: rarity, extreme impact, and retrospective (though not prospective) predictability. A small number of Black Swans explain almost everything in our world, from the success of ideas and religions, to the dynamics of historical events, to elements of our own personal lives. Ever since we left the Pleistocene, some ten millennia ago, the effect of these Black Swans has been increasing. It started accelerating during the industrial revolution, as the world started getting more complicated, while ordinary events, the ones we study and discuss and try to predict from reading the newspapers, have become increasingly inconsequential.
Just imagine how little your understanding of the world on the eve of the events of 1914 would have helped you guess what was to happen next. (Don't cheat by using the explanations drilled into your cranium by your dull high school teacher). How about the rise of Hitler and the subsequent war? How about the precipitous demise of the Soviet bloc? How about the rise of Islamic fundamentalism? How about the spread of the Internet? How about the market crash of 1987 (and the more unexpected recovery)? Fads, epidemics, fashion, ideas, the emergence of art genres and schools. All follow these Black Swan dynamics. Literally, just about everything of significance around you might qualify.
This combination of low predictability and large impact makes the Black Swan a great puzzle; but that is not yet the core concern of this book. Add to this phenomenon the fact that we tend to act as if it does not exist! I don't mean just you, your cousin Joey, and me, but almost all "social scientists" who, for over a century, have operated under the false belief that their tools could measure uncertainty. For the applications of the sciences of uncertainty to real-world problems has had ridiculous effects; I have been privileged to see it in finance and economics. Go ask your portfolio manager for his definition of "risk," and odds are that he will supply you with a measure that excludes the possibility of the Black Swan--hence one that has no better...

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| Why did crime in New York drop so suddenly in the mid-90s? How does an unknown novelist end up a bestselling author? Why is teenage smoking out of control, when everyone knows smoking kills? What makes TV shows like Sesame Street so good at teaching kids how to read? Why did Paul Revere succeed with his famous warning? In this brilliant and groundbreaking book, New Yorker writer Malcolm Gladwell looks at why major changes in our society so often happen suddenly and unexpectedly. Ideas, behavior, messages, and products, he argues, often spread like outbreaks of infectious disease. Just as a single sick person can start an epidemic of the flu, so too can a few fare-beaters and graffiti artists fuel a subway crime wave, or a satisfied customer fill the empty tables of a new restaurant. These are social epidemics, and the moment when they take off, when they reach their critical mass, is the Tipping Point. In The Tipping Point, Gladwell introduces us to the particular personality types who are natural pollinators of new ideas and trends, the people who create the phenomenon of word of mouth. He analyzes fashion trends, smoking, children's television, direct mail and the early days of the American Revolution for clues about making ideas infectious, and visits a religious commune, a successful high-tech company, and one of the world's greatest salesmen to show how to start and sustain social epidemics. The Tipping Point is an intellectual adventure story written with an infectious enthusiasm for the power and joy of new ideas. Most of all, it is a road map to change, with a profoundly hopeful message-that one imaginative person applying a well-placed lever can move the world. |
When does a 'fad' – some people listening to music on small electronic devices – become the norm – everybody's got an Ipod? In 'The Tipping Point', Malcolm Gladwell examines how trends and ideas reach this crucial stage. By way of Hush Puppies, Blue's Clues and 'the search for the unsticky cigarette', he explains how ideas reach epidemic status. And Gladwell does this in an entertaining prose style, never less than fascinating and frequently outstanding. Gladwell's thoughts on ebooks would be interesting. (ebook version)
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$19.95 $16.92
Written by seasoned Wall Street prognosticator Peter Schiff--author of the bestselling book Crash Proof: How to Profit from the Coming Economic Collapse--The Little Book of Bull Moves in Bear Markets reveals how you should protect your assets and invest your money when the American economy is experiencing perilous economic downturns and wealth building is happening elsewhere. Filled with insightful commentary, inventive metaphors, and prescriptive advice, this book shows you how to make money under adverse market conditions by using a conservative, nontraditional investment strategy.
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Here is THE book recounting the life and times of one of the most respected men in the world, Warren Buffett. The legendary Omaha investor has never written a memoir, but now he has allowed one writer, Alice Schroeder, unprecedented access to explore directly with him and with those closest to him his work, opinions, struggles, triumphs, follies, and wisdom. The result is the personally revealing and complete biography of the man known everywhere as "The Oracle of Omaha."
Although the media track him constantly, Buffett himself has never told his full life story. His reality is private, especially by celebrity standards. Indeed, while the homespun persona that the public sees is true as far as it goes, it goes only so far. Warren Buffett is an array of paradoxes. He set out to prove that nice guys can finish first. Over the years he treated his investors as partners, acted as their steward, and championed honesty as an investor, CEO, board member, essayist, and speaker. At the same time he became the world's richest man, all from the modest Omaha headquarters of his company Berkshire Hathaway. None of this fits the term "simple."
When Alice Schroeder met Warren Buffett she was an insurance industry analyst and a gifted writer known for her keen perception and business acumen. Her writings on finance impressed him, and as she came to know him she realized that while much had been written on the subject of his investing style, no one had moved beyond that to explore his larger philosophy, which is bound up in a complex personality and the details of his life. Out of this came his decision to cooperate with her on the book about himself that he would never write.
Never before has Buffett spent countless hours responding to a writer's questions, talking, giving complete access to his wife, children, friends, and business associates--opening his files, recalling his childhood. It was an act of courage, as The Snowball makes immensely clear. Being human, his own life, like most lives, has been a mix of strengths and frailties. Yet notable though his wealth may be, Buffett's legacy will not be his ranking on the scorecard of wealth; it will be his principles and ideas that have enriched people's lives. This book tells you why Warren Buffett is the most fascinating American success story of our time.
From the Hardcover edition. |
Adobe ePub [ 7.6 Mb ] Street Date: Monday, September 29, 2008 Adobe Digital Edition [ 9.1 Mb ] Street Date: Monday, September 29, 2008 Microsoft Reader [ 7.3 Mb ] Street Date: Monday, September 29, 2008 MobiPocket (OD) [ 2.2 Mb ] Street Date: Monday, September 29, 2008 eReader [ 4.9 Mb ] Street Date: Monday, September 29, 2008
"The mandatory book to read in these treacherous times of financial crisis....A thoughtful and intimate biography of the globe's wisest investor." Forbes
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Chapter One The Less Flattering Version
Omaha, June 2003
Warren Buffett rocks back in his chair, long legs crossed at the knee behind his father Howard's plain wooden desk. His expensive Zegna suit jacket bunches around his shoulders like an untailored version bought off the rack. The jacket stays on all day, every day, no matter how casually the other fifteen employees at Berkshire Hathaway headquarters are dressed. His predictable white shirt sits low on the neck, its undersize collar bulging away from his tie, looking left over from his days as a young businessman, as if he had forgotten to check his neck size for the last forty years.
His hands lace behind his head through strands of whitening hair. One particularly large and messy finger-combed chunk takes off over his skull like a ski jump, lofting upward at the knoll of his right ear. His shaggy right eyebrow wanders toward it above the tortoiseshell glasses. At various times this eyebrow gives him a skeptical, knowing, or beguiling look. Right now he wears a subtle smile, which lends the wayward eyebrow a captivating air. Nonetheless, his pale-blue eyes are focused and intent.
He sits surrounded by icons and mementos of fifty years. In the hallways outside his office, Nebraska Cornhuskers football photographs, his paycheck from an appearance on a soap opera, the offer letter (never accepted) to buy a hedge fund called Long-Term Capital Management, and Coca-Cola memorabilia everywhere. On the coffee table inside the office, a classic Coca-Cola bottle. A baseball glove encased in Lucite. Over the sofa, a certificate that he completed Dale Carnegie's public-speaking course in January 1952. The Wells Fargo stagecoach, westbound atop a bookcase. A Pulitzer Prize, won in 1973 by the Sun Newspapers of Omaha, which his investment partnership owned. Scattered about the room are books and newspapers. Photographs of his family and friends cover the credenza and a side table, and sit under the hutch beside his desk in place of a computer. A large portrait of his father hangs above Buffett's head on the wall behind his desk. It faces every visitor who enters the room.
Although a late-spring Omaha morning beckons outside the windows, the brown wooden shutters are closed to block the view. The television beaming toward his desk is tuned to CNBC. The sound is muted, but the crawl at the bottom of the screen feeds him news all day long. Over the years, to his pleasure, the news has often been about him.
Only a few people, however, actually know him well. I have been acquainted with him for six years, originally as a financial analyst covering Berkshire Hathaway stock. Over time our relationship has turned friendly, and now I will get to know him better still. We are sitting in Warren's office because he is not going to write a book. The unruly eyebrows punctuate his words as he says repeatedly, "You'll do a better job than I would, Alice. I'm glad you're writing this book, not me." Why he would say that is something that will eventually become clear. In the meantime, we start with the matter closest to his heart.
"Where did it come from, Warren? Caring so much about making money?"
His eyes go distant for a few seconds, thoughts traveling inward: flip flip flip through the mental files. Warren begins to tell his story: "Balzac said that behind every great fortune lies a crime. [1] That's not true at Berkshire."
He leaps out of his chair to bring home the thought, crossing the room in a couple of strides. Landing on a...

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You don't need to be a stock market expert. You don't need to be a math whiz. You don't even need a big bankroll. All you need is AIM. Automatic Investment Management. The money machine that takes the uncertainty out of investing—and teaches you how to make money in the market. Trusted by thousands of investors worldwide since 1977, this bestselling classic reveals Robert Lichello's revolutionary formula for earning profits in stocks and mutual funds—automatically. Unlike other investment strategies that focus on stock selection, AIM relies on timing—and is designed to work in any kind of market with any size investment. Lichello originally developed AIM in response to the heartbreaking collapse of the great bull market of the 1960s—and today his ideas are more relevant than ever. AIM is easy, dependable, and it works. Simply put, it's a money machine—just waiting to be turned on. Now Lichello has updated AIM for today's market. Reformulated as AIM-HI (AIM High Intensity), AIM-HI will do for you what it has already done for millions... |

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"The personal productivity guru" delivers powerful methods that vastly increase your efficiency and creative results-at work and in life.
In today's world, yesterday's methods just don't work. In Getting Things Done, veteran coach and management consultant David Allen shares the breakthrough methods for stress-free performance that he has introduced to tens of thousands of people across the country. Allen's premise is simple: our productivity is directly proportional to our ability to relax. Only when our minds are clear and our thoughts are organized can we achieve effective productivity and unleash our creative potential.
In Getting Things Done Allen shows how to: Apply the "do it, delegate it, defer it, drop it" rule to get your in-box to empty. Reassess goals and stay focused in changing situations. Plan projects as well as get them unstuck. Overcome feelings of confusion, anxiety, and being overwhelmed. Feel fine about what you're not doing.
From core principles to proven tricks, Getting Things Done can transform the way you work, showing you how to pick up the pace without wearing yourself down. |
David Allen's 'Getting Things Done' or GTD has become a phenomenon since it was first published, one of the biggest selling business books of all time. A Google search for GTD produces 5,290,000 hits. Whether in business or personal life, and Allen argues that they are inseparable, this book helps you 'get things done' like no other. No jargon no complicated prioritisation just immensely practical, helpful advice. Put buying it on your todo list. (ebook version)
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The Art of Getting Things Done
A New Practice for a New Reality
It's possible for a person to have an overwhelming number of things to do and still function productively with a clear head and a positive sense of relaxed control. That's a great way to live and work, at elevated levels of effectiveness and efficiency. It's also becoming a critical operational style required of successful and high-performing professionals. You already know how to do everything necessary to achieve this high-performance state. If you're like most people, however, you need to apply these skills in a more timely, complete, and systematic way so you can get on top of it all instead of feeling buried. And though the method and the techniques I describe in this book are immensely practical and based on common sense, most people will have some major work habits that must be modified before they can implement this system. The small changes required-changes in the way you clarify and organize all the things that command your attention-could represent a significant shift in how you approach some key aspects of your day-to-day work. Many of my clients have referred to this as a significant paradigm shift.
The methods I present here are all based on two key objectives: (1) capturing all the things that need to get done-now, later, someday, big, little, or in between-into a logical and trusted system outside of your head and off your mind; and (2) disciplining yourself to make front-end decisions about all of the "inputs" you let into your life so that you will always have a plan for "next actions" that you can implement or renegotiate at any moment.
Anxiety is caused by a lack of control, organization, preparation, and action. -David Kekich
This book offers a proven method for this kind of high- performance workflow management. It provides good tools, tips, techniques, and tricks for implementation. As you'll discover, the principles and methods are instantly usable and applicable to everything you have to do in your personal as well as your professional life.* (*I consider "work," in its most universal sense, as meaning anything that you want or need to be different than it currently is. Many people make a distinction between "work" and "personal life," but I don't: to me, weeding the garden or updating my will is just as much "work" as writing this book or coaching a client. All the methods and techniques in this book are applicable across that life/work spectrum-to be effective, they need to be.) You can incorporate, as many others have before you, what I describe as an ongoing dynamic style of operating in your work and in your world. Or, like still others, you can simply use this as a guide to getting back into better control when you feel you need to.

$9.99
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? What kind of impact did Roe v. Wade have on violent crime?
These may not sound like typical questions for an economist 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 regularly turn the conventional wisdom on its head. Thus the new field of study contained in this book: Freakonomics.
Levitt and co-author Stephen J. 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 set out to explore the hidden side of ... well, everything. The inner workings of a crack gang. The truth about real-estate agents. The secrets of the Ku Klux Klan.
What unites all these stories is a belief that the modern world is even more intriguing than we think. All it takes is a new way of looking. Steven Levitt, through devilishly clever and clear-eyed thinking, shows how to see through all the clutter.
Read by Stephen J. Dubner |
Adobe ePub [ 1.4 Mb ] Street Date: Tuesday, October 17, 2006 Adobe Digital Edition [ 2.2 Mb ] Street Date: Tuesday, October 17, 2006 Microsoft Reader [ 0.8 Mb ] Street Date: Tuesday, October 17, 2006 MobiPocket (OD) [ 0.4 Mb ] Street Date: Tuesday, October 17, 2006 Audio Book (MP3) [ 185.8 Mb ] Street Date: Tuesday, April 12, 2005 Audio Book (WMA) [ 94.8 Mb ] Street Date: Tuesday, April 12, 2005
“If Indiana Jones were an economist, he’d be Steven Levitt… Criticizing Freakonomics would be like criticizing a hot fudge sundae.” Wall Street Journal
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Listen to the MP3 excerpt of this title! Listen to the WMA excerpt of this title! Chapter One What Do Schoolteachers and Sumo Wrestlers Have in Common?
Imagine for a moment that you are the manager of a day-care center. You have a clearly stated policy that children are supposed to be picked up by 4 P.M. But very often parents are late. The result: at day's end, you have some anxious children and at least one teacher who must wait around for the parents to arrive. What to do? A pair of economists who heard of this dilemma—it turned out to be a rather common one—offered a solution: fine the tardy parents. Why, after all, should the day-care center take care of these kids for free? The economists decided to test their solution by conducting a study of ten day-care centers in Haifa, Israel. The study lasted twenty weeks, but the fine was not introduced immediately. For the first four weeks, the economists simply kept track of the number of parents who came late; there were, on average, eight late pickups per week per day-care center. In the fifth week, the fine was enacted. It was announced that any parent arriving more than ten minutes late would pay $3 per child for each incident. The fee would be added to the parents' monthly bill, which was roughly $380. After the fine was enacted, the number of late pickups promptly went... up. Before long there were twenty late pickups per week, more than double the original average. The incentive had plainly backfired. 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. Economists love incentives. They love to dream them up and enact them, study them and tinker with them. The typical economist believes the world has not yet invented a problem that he cannot fix if given a free hand to design the proper incentive scheme. His solution may not always be pretty—it may involve coercion or exorbitant penalties or the violation of civil liberties—but the original problem, rest assured, will be fixed. An incentive is a bullet, a lever, a key: an often tiny object with astonishing power to change a situation. We all learn to respond to incentives, negative and positive, from the outset of life. If you toddle over to the hot stove and touch it, you burn a finger. But if you bring home straight A's from school, you get a new bike. If you are spotted picking your nose in class, you get ridiculed. But if you make the basketball team, you move up the social ladder. If you break curfew, you get grounded. But if you ace your SATs, you get to go to a good college. If you flunk out of law school, you have to go to work at your father's insurance company. But if you perform so well that a rival company comes calling, you become a vice president and no longer have to work for your father. If you become so excited about your new vice president job that you drive home at eighty mph, you get pulled over by the police and fined $100. But if you hit your sales projections and collect a year-end bonus, you not only aren't worried about the $100 ticket but can also afford to buy that Viking range you've always wanted—and on which your toddler can now burn her own finger. An incentive is simply a means of urging people to do more of a good thing and less of a bad thing. But most incentives don't come about organically. Someone—an economist or a politician or a parent—has to invent them. Your three-year-old eats all her vegetables for a week? She wins a trip to the toy store. A big steelmaker belches too much smoke into the air? The company is fined for each cubic foot of pollutants over the legal limit. Too many Americans aren't paying their share of income tax? It was the economist Milton Friedman...
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