100 books like Essence of Decision

It centers on and celebrates becoming—molting from one skin to another. For Ishmael this is a transition from a tired and limiting worldview to something fresh and alive.

The “bosom buddies” at the heart of the novel, Ishmael and Queequeg, seem comprised of opposites, but Ishmael’s etherealizing is grounded by Queequeg’s pragmatic ingenuity in ways that quiet and expand the young pagan-Presbyterian’s buzzing, anxious mind. Theirs is a friendship of succor, probably sex, and survival—all of it shadowed by the delusional obsessions of their mad captain.

If you’ve ever wondered where all this talk of “paradigms” and “paradigm shifts” comes from, this book is the answer. A paradigm, according to Kuhn, is a set of theories and beliefs that guide scientific research by telling us what there is to know and how we can come to know it.

When a paradigm changes, a paradigm shift occurs. Some purveyors of the paranormal claim that their view represents a paradigm shift in our thinking. Kuhn’s book will help you assess whether that is indeed the case.

I laughed at Kahneman’s straightforward explanation of how my brain works without making me feel stupid. Apparently, humanness is normal, thank goodness.

He explains the complexities of System 1 and 2 thinking through storytelling, demonstrating what he is teaching about how our brains work. Even though I’d learned about these concepts through academic reading, I now feel like I “get it,” although even that statement is a product of both System 1 and 2 thinking and availability bias. Key takeaways: Intelligence and rationality are not the same, and the research is so substantial in how Systems 1 and 2 work that disbelief is not an option!

This book has become a classic. It’s a brilliant book.

Doris Kearns Goodwin gives specific examples of how Abraham Lincoln was a master in creating coalitions and mobilizing support in the face of continuous resistance. His cabinet was made up of senior and ambitious individuals, many of whom were strong leaders in their own right.

Lincoln had to figure out how to get them on his side and create viable coalitions in order to move his key agenda—win the war and ensure the passage of the 13th Amendment. In many ways, he was not simply a visionary but a master of balancing persuasion and authority—which is a desirable leadership skill.

Read this book if you say, “Let’s find a win-win solution.”

Sadly, most aspiring leaders misuse and abuse the term “win-win.” Instead of considering it a strategic option that should be thoughtfully applied, they treat it as a moral virtue. They then espouse win-win while striving for what I call “win-no-lose”—the hope that “we” win but “they” don’t realize they lost.

This makes building coalitions and collaborating terribly difficult precisely at the time in history when we desperately need to do these well. The book is full of surprising insights (like why turning the other cheek—advocated by most religions—doesn’t work).

It also teaches (aspiring) leaders how a critical mass of people who believe in cooperation can transform their organizations even if their peers don’t agree with them.

Any book by Robert Caro is a worthy read. His quadrilogy on LBJ is a study of the ultimate, driven pragmatist.

Johnson, in pursuit of his agenda, was the epitome of the deal-maker, sweet-talker, persuader, and sometime-bully. In the work of Caro, Johnson may not be the most lovable of leaders, but certainly, he ranks among one of the most calculating and determined. He understood that achieving consensus, while essential, is not everything.

Furthermore, he had an appreciation that the appropriate use of power is a leadership skill. With that framework, Johnson had an innate understanding of the structural and legal limitations of the use of power. He recognized the rules of the Senate and realized the limitations of the presidency. Within these constraints, he was indeed the master of the influence game and truly the “Master of the Senate.”

There are lessons to learn and warnings to heed for… show more.

To the best of my recollection, the word ‘leadership’ doesn’t appear in this book.

Yet, since I first encountered it in a Harvard Business School doctoral seminar on leadership—and ignored numerous assignments because I couldn’t put it down—I have recommended it to countless professionals.

Too often, leadership is presented as a disembodied (cap)ability, unmoored from its organizational context.

Philosopher Hofstadter and computer scientist Dennett’s remarkable collection of articles includes both fairy tales (yes!) and Alan Turing’s essay defining artificial intelligence. Collectively, they explore not just the “self and soul” in the sub-title but also how humans interact with organizations and technology.

This book taught me leadership isn’t about being a puppeteer. Each of the newest developments in artificial intelligence has reminded me that I must re-read this book.

I often pose a simple thought experiment: “How many renowned 20th century CEOs created something new to the world? Now, how may renowned 21st century CEOs haven’t done so?”

The answer, in both cases, is near zero. Our organizations are moving from being productivity-focused (doing more with less) to creativity-focused (giving form to something that doesn’t exist). Most managers and aspiring leaders are clueless about this profound change even though they will probably fail if they don’t make this shift.

Roberto argues that six flawed beliefs—such as in benchmarking and in focused execution—preclude creativity and provides tools to help reinvent moribund organizations.

This book was a revelation.

I first encountered it when the original 1974 edition was assigned in an undergraduate course on social movement politics. I have never looked back.

Lukes’ three-dimensional view of power, and especially his two and three-dimensional views, make visible the power relations that are at work in areas where power does not seem to be active at all.

This has turned out to be an amazingly helpful way to look at power relations in the modern world. Lukes added two chapters to update his original text in the second edition.

I read Lukes’ work as anticipating constructivist insights. Even though others have since developed these ideas at greater length, in my opinion, this book remains a necessary guide to navigating the twenty-first century. 

This is an excellent, non-technical introduction to game theory, covering most topics, including incomplete information games and evolutionary game theory.

Packed with real-life examples, along with humorous and historical notes, the book is appropriate for undergraduate students from different majors, including political science, history, psychology, and biology.

The book focuses on presenting topics at the undergraduate level, avoiding difficult notation and jargon, and minimizing the math, thus not being a good fit for technical courses in game theory at the Master's and Ph.D. levels, but again, it’s one of the best introductions to game theory for non-technical readers currently available.