Here are 45 books that Mistakes Were Made (But Not by Me) fans have personally recommended if you like
Mistakes Were Made (But Not by Me).
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A philosophy professor, my central interest has always been something historical: what is going on in this strange modern world we live in? Addressing this required forty years of background work in the natural sciences, history, social sciences, and the variety of contemporary philosophical theories that try to put them all together. In the process, I taught philosophy courses on philosophical topics, social theory, and the sciences, wrote books, and produced video courses, mostly focused on that central interest. The books listed are some of my favorites to read and to teach. They are crucial steps on the journey to understand who we are in this unprecedented modern world.
Best recent book examining human morality from a scientific, psychological point of view.
Darwinians used to think humans had to be selfish and immoral. Contemporary evolution argues the opposite, that humans evolved moral limits on our selfishness in order to live together. Haidt’s is the best book presenting this new evolutionary psychology.
But it goes further to connect those scientific issues with contemporary politics, explaining why people from “red” and “blue” states cannot understand each other: they each embody a short list of human moral values, but different ones. This is a great book for thinking carefully about human morality and contemporary politics. Students love it, and so do I.
'A landmark contribution to humanity's understanding of itself' The New York Times
Why can it sometimes feel as though half the population is living in a different moral universe? Why do ideas such as 'fairness' and 'freedom' mean such different things to different people? Why is it so hard to see things from another viewpoint? Why do we come to blows over politics and religion?
Jonathan Haidt reveals that we often find it hard to get along because our minds are hardwired to be moralistic, judgemental and self-righteous. He explores how morality evolved to enable us to form communities, and…
As a wannabe rockstar studying philosophy and mathematics, never in my wildest nightmare did I imagine I would one day earn a living traveling the world, helping corporate managers become better bosses. But in unexpected ways, all the different strands of my interests and passions have woven together into a work-life well lived, with over two decades of experience and contemplation distilled down into this book I have co-written with my friend and business partner, Bjorn Billhardt, CEO of Abilitie.
There are so many golden calves in the world of management and leadership theory, and this book knocks nine of them down politely but mercilessly.
My favorite chapter: “The Delusion of Rigorous Research,” coming from a business school professor who knows first-hand what he’s talking about. I’m encumbered by philosophical training, and in the business world, I constantly find myself asking, “Yes, but what does that word actually mean?” or “What kind of evidence could support that claim, and is that evidence you could actually collect?”
More and more content about how to succeed in business and management gets produced by humans, and increasingly by AI. In that context, I’m grateful for books like this one that focus more on “how” than on “what” to think.
Why do some companies prosper while others fail? Despite great amounts of research, many of the studies that claim to pin down the secret of success are based in pseudoscience. The Halo Effect is the outcome of that pseudoscience, a myth that Philip Rosenzweig masterfully debunks in THE HALO EFFECT. The Halo Effect describes the tendency of experts to point to the high financial performance of a successful company and then spread its golden glow to all of the company's attributes - clear strategy, strong values, and brilliant leadership. But in fact, as Rosenzweig clearly illustrates, the experts are not…
William MacAskill is an associate professor in philosophy at the University of Oxford. At the time of his appointment, he was the youngest associate professor of philosophy in the world. He cofounded the nonprofits Giving What We Can, the Centre for Effective Altruism, and Y Combinator–backed 80,000 Hours, which together have moved over $300 million to effective charities. He is the author of Doing Good Betterand What We Owe The Future.
The Scout Mindset is one of the best books I know on reasoning clearly and developing a truth-seeking attitude. Galef argues that instead of being like “soldiers,” who engage in wishful thinking by defending the ideas they most want to believe, we should be more like “scouts,” whose goal is to actually find out what is true. The book includes some of the latest research on the skills and habits one needs to be an excellent reasoner.
Winner of best smart thinking book 2022 (Business Book Awards) Guardian best books of 2021
'Original, thought-provoking and a joy to read' Tim Harford
'Highly recommended. It's not easy to become (more of) a scout, but it's hard not to be inspired by this book' Rutger Bregman
When it comes to what we believe, humans see what they want to see. In other words, we have what Julia Galef calls a 'soldier' mindset. From tribalism and wishful thinking, to rationalising in our personal lives and everything in between, we are driven to defend the ideas we most want to believe…
Though my two doctorates and experience landed me in the arenas of education and data-sharing, I soon realized that merely sharing information was not the way to get people to embrace fact. My books and speaking (I’ve lectured at Cambridge, Columbia, Oxford, Comic-Con, etc.) now focus on how to persuade people to absorb, remember, care about, and act on new information. I teach everyone from scientists to parents about how to share information in ways that get around people’s mental blockades. I’m also a Mensan and Fulbright Specialist who writes for Psychology Today and was honored by the White House.
Brothers Chip and Dan Heath authored some of my favorite books (likeMade to Stick), so it’s no wonder I love the content of Chip Heath’s one-time mentee Berger, as well. He looks at persuasion from a variety of angles and illustrates how different approaches work when we need someone to act or think a particular way. Berger opens with a hostage standoff where a deadly outcome seems unavoidable, and he breaks down why a particular approach beat the odds. Then he does it again and again (with everything from political advertising to kids willingly eating laundry detergent) to help us understand how minds can be nudged one way or another. Even the table of contents is too irresistible to not keep turning pages.
“Jonah Berger is one of those rare thinkers who blends research-based insights with immensely practical guidance. I am grateful to be one of the many who have learned from this master teacher.”—Jim Collins, author Good to Great, coauthor Built to Last
From the author of New York Times bestsellers Contagious and Invisible Influence comes a revolutionary approach to changing anyone’s mind.
Everyone has something they want to change. Marketers want to change their customers’ minds and leaders want to change organizations. Start-ups want to change industries and nonprofits want to change the world. But change is hard. Often, we persuade…
Though my two doctorates and experience landed me in the arenas of education and data-sharing, I soon realized that merely sharing information was not the way to get people to embrace fact. My books and speaking (I’ve lectured at Cambridge, Columbia, Oxford, Comic-Con, etc.) now focus on how to persuade people to absorb, remember, care about, and act on new information. I teach everyone from scientists to parents about how to share information in ways that get around people’s mental blockades. I’m also a Mensan and Fulbright Specialist who writes for Psychology Today and was honored by the White House.
I first fell in love with Vedantam’s way of weaving storytelling with research via his podcast Hidden Brain. When I found out he had written a book I was thrilled, and his written account of our unconscious minds did not disappoint. Vedantam doesn’t shy away from anything (terrorism, capital punishment, race, gender, politics…) in tackling why our reasons for thinking things are not what we believe them to be. He helps us understand the power (for good or for bad) of our “hidden brains” in a way you will never forget.
The hidden brain is the voice in our ear when we make the most important decisions in our lives—but we’re never aware of it. The hidden brain decides whom we fall in love with and whom we hate. It tells us to vote for the white candidate and convict the dark-skinned defendant, to hire the thin woman but pay her less than the man doing the same job. It can direct us to safety when disaster strikes and move us to extraordinary acts of altruism. But it can also be manipulated to turn an ordinary person into a suicide terrorist…
I had an epiphany at Amazon, when we ran A/B tests at scale and observed the low success rate: we learned to adjust our intuitions. I recall the denial at Microsoft when I proposed to evaluate features with A/B tests “because over 50% of them failed to improve key metrics at Amazon.” The typical response? We have better program managers. When we started to evaluate ideas at Microsoft, over 2/3 of them failed to improve key metrics, and at Bing, the rate was about 80%. By 2019, most large products at Microsoft were making data-driven decisions with over 100 A/B test treatments launched every workday. I currently teach an A/B Testing class.
This great management book was written by an engineer who clearly explains the rationale for his recommendations.
Andy Grove, former chairman and CEO of Intel, is credited with driving the growth phase of Silicon Valley, was named Time’s Man of the Year, and is credited as the “Father of OKRs.”
One example that I love: a new hire does poor work. His manager says: “He has to make his own mistakes…that’s how he learns!”
Grove writes: “absolutely wrong…the tuition is paid by his customers…[instead of by the manager].” Another gem: “Review rough drafts [you delegated]; don't wait until your subordinates have spent time polishing them into final form before you find out that you have a basic problem with the contents.”
The president of Silicon Valley's Intel Corporation sets forth the three basic ideas of his management philosophy and details numerous specific techniques to increase productivity in the manager's work and that of his colleagues and subordinates
I am the Fletcher Jones Professor of Economics at Pomona College. I started out as a macroeconomist but, early on, discovered stats and stocks—which have long been fertile fields for data torturing and data mining. My book, Standard Deviations: Flawed Assumptions, Tortured Data, and Other Ways to Lie with Statistics is a compilation of a variety of dubious and misleading statistical practices. More recently, I have written several books on AI, which has a long history of overpromising and underdelivering because it is essentially data mining on steroids. No matter how loudly statisticians shout correlation is not causation, some will not hear.
The title is provocative but justified because so much of the “evidence” that we are bombarded with daily is bullshit. This is a wonderful compilation of statistical mistakes and misuses that are intended to persuade readers to be skeptical and to show them how to recognize bullshit when they see it.
Bullshit isn’t what it used to be. Now, two science professors give us the tools to dismantle misinformation and think clearly in a world of fake news and bad data.
“A modern classic . . . a straight-talking survival guide to the mean streets of a dying democracy and a global pandemic.”—Wired
Misinformation, disinformation, and fake news abound and it’s increasingly difficult to know what’s true. Our media environment has become hyperpartisan. Science is conducted by press release. Startup culture elevates bullshit to high art. We are fairly well equipped to spot the sort of old-school bullshit that is based…
I had an epiphany at Amazon, when we ran A/B tests at scale and observed the low success rate: we learned to adjust our intuitions. I recall the denial at Microsoft when I proposed to evaluate features with A/B tests “because over 50% of them failed to improve key metrics at Amazon.” The typical response? We have better program managers. When we started to evaluate ideas at Microsoft, over 2/3 of them failed to improve key metrics, and at Bing, the rate was about 80%. By 2019, most large products at Microsoft were making data-driven decisions with over 100 A/B test treatments launched every workday. I currently teach an A/B Testing class.
This insightful book on evidence-based management is rich with great references. It is filled with provoking examples of things we heard or learned, which were debunked, making you think twice about them (Twyman’s law).
Do financial incentives work? They can, but in limited scenarios where individuals could be measured and minimum quality levels kept high; they may, however, backfire and undermine teamwork and attract the wrong people. When hiring, can the best talent be identified? Even in sports, some of the best players aren’t identified early in their careers.
Rembrandt is considered a great painter; Mozart, one of the greatest composers, but they were largely unrecognized and unrewarded during their lifetimes. Does supervisor feedback help? In some scenarios, only the supervisors think so.
The best organizations have the best talent...Financial incentives drive company performance...Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management "wisdom" isn't wise at all--but, instead, flawed knowledge based on "best practices" that are actually poor, incomplete, or outright obsolete. Worse, legions of managers use this dubious knowledge to make decisions that are hazardous to organizational health. Jeffrey Pfeffer and Robert I. Sutton show how companies can bolster performance and trump the competition through evidence-based management, an approach to decision-making and action that is driven by hard facts rather than half-truths…
I’m an emeritus professor of psychology (University of Washington) who has long been intrigued by the mistakes that people have made throughout history. I’ve long been struck by Oppenheimer’s observation, immediately after the Trinity explosion, that “I am become Death, the destroyer of worlds.” This led me to look into the wide array of mistakes, from the mythic, literary, athletic, business, political, medical, and military. In writing OOPS!, I let myself go in a way that I’ve never before, writing with a critical and wise-ass style that isn’t strictly academic, but is factually accurate and, frankly, was a lot of fun!
A fun-filled account of, well, mistakes that worked. I didn’t know, for example, that sandwiches came about when an English earl was too busy gambling to eat his meal and needed to keep one hand free. That potato chips happened when a chef was furious when a customer complained that his fried potatoes weren’t thin enough.
Encouraging for those of us prone to our share of oops!
The greatest discoveries are made outside the classroom! Learn all about mistakes that changed the world with this collection of the strange stories behind everyday inventions! It's no accident that you'll love this book!
SANDWICHES came about when an English earl was too busy gambling to eat his meal and needed to keep one hand free. POTATO CHIPS were first cooked by a chef who was furious when a customer complained that his fried potatoes weren’t thin enough. Coca-Cola, Silly Putty, and X rays have fascinating stories behind them too! Their unusual tales, and many more, along with hilarious cartoons…
I’m an emeritus professor of psychology (University of Washington) who has long been intrigued by the mistakes that people have made throughout history. I’ve long been struck by Oppenheimer’s observation, immediately after the Trinity explosion, that “I am become Death, the destroyer of worlds.” This led me to look into the wide array of mistakes, from the mythic, literary, athletic, business, political, medical, and military. In writing OOPS!, I let myself go in a way that I’ve never before, writing with a critical and wise-ass style that isn’t strictly academic, but is factually accurate and, frankly, was a lot of fun!
The title says it well. Sometimes we all need to forgive ourselves for our errors, and to take a clear, sober look at our blunders.
This book shows how rigid thinking can subtly lead us to undermine ourselves. In the process, it identifies seven "cognition traps" to avoid. Easier said than done… but includes some very worthwhile advice.
"Engaging…Teases out the cause and effect of seven [cognition] traps with witty stories of famous blunders…to teach the basis of good judgment. L ike all good historians he's hoping we can avoid making the same mistake twice."―O, The Oprah Magazine
For anyone whose best-laid plans have been foiled by faulty thinking, Blunder reveals how understanding seven simple traps―Exposure Anxiety, Causefusion, Flat View, Cure-Allism, I nfomania, Mirror Imaging, Static Cling―can make us all less apt to err in our daily lives.
