100 books like Power

As post-Cold War globalisation seems to face its fate, I always go back to this book as it offers lessons on the perils of taking for granted economic rationality. The 19th-century liberal order crumbled, and fascism emerged as a solution. In the same vein, is far-right populism a reaction against the consequences of neoliberalism?

Although he does not bring to the centre stage the impact of ethnic-religious cleavages, such a shortcoming only made me wonder whether his riveting account of modernity applies nowadays.

Folks familiar with the term “neoliberalism” usually describe it as the economic system that tries to unleash the market by getting the government out of the way. I like Globalists because it shows how unleashing the market demands that government gets in the way—of workers’ rights, movements for equality, and, most ominously, democracy itself. Since it’s impossible to understand fascism without tackling capitalism, a book explaining how we got to today’s market principles is vital.

I see this book as a history of the neoliberal economists who encouraged political leaders to use state violence and repression to unleash free trade and shape the global economy. Globalists tell the story of how modern capitalism developed into today’s vast landscape of inequality that makes a fertile ground for fascism and violent extremism to develop.

I admire Keynes and I love this book. Not only is it beautifully written and fun to read but it is also important.

Keynes’ thought remains relevant and Carter does an excellent job of connecting Keynes’ ideas to our present-day predicaments. I feel much of Keynes’ work was motivated by a desire to prevent a repeat of World War I. When this failed, he set about doing his best to make sure that World War II ended with a more durable peace.

Keynes brought a skeptical eye to economic orthodoxy. I regret he died relatively young and was unable to weigh in on the events of the 1970s. Indeed, I regret he is not able to comment on the events of the 2020s but at least this book is. Not to be missed.  

This book is a welcome antidote to the defeatism that results from a crisis-prone view of the world which is so easy to fall into today.

Grable argues that we should recognize that the rigid models that define a narrow “correct” path to progress are inadequate. Instead, she puts forward the value of what she calls “unscripted” innovations and reminds the reader of the value of “muddling through” and incremental change.

Grable shines a well-deserved light on earlier work by Hirschman and Lindblom. She combines an appreciation of the importance of ideas and the necessity of a high tolerance for complexity and incoherence. This book makes the case for the importance of remaining calm and carrying on, while still keeping an eye out for opportunity.  

Danish scholar Adam Fejerskov spent months in Seattle doing field research, trying to get behind the impenetrable and secretive PR fortress the Gates Foundation has built to guard its humanitarian image. Calling the foundation a “chameleon,’ Fejerskov explores how the foundation publicly presents itself as an innocent philanthropy while actually operating, at turns, like a private company or a political actor.

The book will leave readers troubled by the foundation's enormous power in global affairs and questioning why this power is so unregulated.  

This book by Graham Allison (revised and expanded with Philip Zelikow) examines how leaders frame problems, gather information, and arrive at decisions and actions in times of crisis and pressure.

The volume examines closely the Cuban Missile Crisis and the processes which led to its resolution. It was a time of immense tension, and the template used by leaders to make their decisions was critical.

While this book is clearly an examination of how government and political leaders operate in arriving at decisions in times of crisis, there are immense implications for any organizational leader.

Allison offers a number of decision-making lenses that are available to leaders: the rational model, based on goal analysis and utility and best payoff; the bureaucratic or organizational process model, based on making decisions embedded in preexisting lines of authority, precedent, repertoires, and templates that have been used before; or the political model, based on… show more.

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.

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.

In The Peacemaker, William Inboden draws on declassified materials, interviews with high-level government officials, and on Reagan’s personal diary to write the most thorough, fair, and scrupulously researched account of Reagan’s foreign policy and the successful end of the Cold War.

And he does this with such aplomb that his history reads like a novel. I worked in the US government in the 1980s and thought I knew Reagan’s foreign policy well, but I discovered much that was new and couldn’t put the book down.

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.