Here are 100 books that Rational Choice in an Uncertain World fans have personally recommended if you like
Rational Choice in an Uncertain World.
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I’m a Harvard professor of psychology and a cognitive scientist who’s interested in all aspects of language, mind, and human nature. I grew up in Montreal, but have lived most of my adult life in the Boston area, bouncing back and forth between Harvard and MIT except for stints in California as a professor at Stanford and sabbatical visitor in Santa Barbara and now, Berkeley. I alternate between books on language (how it works, what it reveals about human nature, what makes for clear and stylish writing) and books on the human mind and human condition (how the mind works, why violence has declined, how progress can take place).
When I wrote Rationality, I mentioned Hume 32 times. He didn’t think of everything, but he explained an astonishing range of topics related to rationality, including causation versus correlation, is versus ought, and individual versus collective self-interest.
His follow-up, An Enquiry Concerning Human Understanding, explained why we shouldn’t believe in miracles. He explored all of these topics with clarity and wit, putting modern academic writing to shame.
"One of the greatest of all philosophical works, covering knowledge, imagination, emotion, morality, and justice." — Baroness Warnock, The List Published in the mid-18th century and received with indifference (it "fell dead-born from the press," noted the author), David Hume's comprehensive three-volume A Treatise of Human Nature has withstood the test of time and has had enormous impact on subsequent philosophical thought. Hume — whom Kant famously credited with having "interrupted my dogmatic slumber and gave my investigations in the field of speculative philosophy a quite new direction" — intended this work as an observationally grounded study of human nature.…
I have been fortunate to have spent the last 40 years of my professional life dealing with new networks and new technology. From the early days of cable television and mobile communications to the development of digital video and the transmission of data over cable lines and satellite. It was a career topped off with the privilege of being the Chairman of the Federal Communications Commission (FCC) with regulatory responsibly for approximately 1/6th of the American economy (on which the other 5/6s depended).
At a time when new technology has delivered us to a world of misinformation, disinformation, and malinformation, we have lost our shared understanding of just what facts and truth are.
Jonathan Rauch helps us recall the importance of facts and truth to the liberal democratic process. He challenges us to reinstate knowledge and truth.
Arming Americans to defend the truth from today's war on facts.
Disinformation. Trolling. Conspiracies. Social media pile-ons. Campus intolerance. On the surface, these recent additions to our daily vocabulary appear to have little in common. But together, they are driving an epistemic crisis: a multi-front challenge to America's ability to distinguish fact from fiction and elevate truth above falsehood.
In 2016 Russian trolls and bots nearly drowned the truth in a flood of fake news and conspiracy theories, and Donald Trump and his troll armies continued to do the same. Social media companies struggled to keep up with a flood…
I’ve always been fascinated and intrigued by human behavior and decision-making. What influences our thoughts and behavior and why? In hindsight, I probably should have majored in psychology instead of business, but as a business school professor I still get to investigate all the little quirks and biases of the human mind. I live in Bergen, Norway and devote much of my time researching and teaching consumer psychology and decision-making. I hope you find some inspiration in this list of brilliant books!
Ok: This is not an easy read like the other books I’ve recommended.
In fact, some parts of it require quite a lot of the reader. But it is a very smart and novel book on human reasoning, uncertainty, and probability.
Gigerenzer elegantly shows us how human behavior often is more rational than one might think, and his concept of “fast and frugal heuristics” is instrumental in understanding how we deal with probability and risk.
If you’ve read Thinking Fast and Slow by Kahneman and are open to some new and different perspectives on rationality and decision-making, this is your book.
Gerd Gigerenzer's influential work examines the rationality of individuals not from the perspective of logic or probability, but from the point of view of adaptation to the real world of human behavior and interaction with the environment. Seen from this perspective, human behavior is more rational than it might otherwise appear. This work is extremely influential and has spawned an entire research program. This volume collects recent articles, looking at how people use "fast and frugal heuristics" to calculate probability and risk and make decisions. It includes the revised articles and newly written introduction that were first published in the…
I’m a Harvard professor of psychology and a cognitive scientist who’s interested in all aspects of language, mind, and human nature. I grew up in Montreal, but have lived most of my adult life in the Boston area, bouncing back and forth between Harvard and MIT except for stints in California as a professor at Stanford and sabbatical visitor in Santa Barbara and now, Berkeley. I alternate between books on language (how it works, what it reveals about human nature, what makes for clear and stylish writing) and books on the human mind and human condition (how the mind works, why violence has declined, how progress can take place).
Stanovich is a cognitive psychologist who showed that rationality is related, but not identical, to intelligence.
In this timely book, he shows that smart people, and everyone else, are victims of a powerful bias to show that our own tribe is virtuous and wise and knowledgeable and the other tribe is evil and stupid and ignorant. Needless to say, it explains a lot about our current moment.
Why we don't live in a post-truth society but rather a myside society: what science tells us about the bias that poisons our politics.
In The Bias That Divides Us, psychologist Keith Stanovich argues provocatively that we don't live in a post-truth society, as has been claimed, but rather a myside society. Our problem is not that we are unable to value and respect truth and facts, but that we are unable to agree on commonly accepted truth and facts. We believe that our side knows the truth. Post-truth? That describes the other side. The inevitable result is political polarization.…
The more I learn about the brain, the more I want to dig in and discover more. Why do we procrastinate? Why do people buy things? Why do some people naturally seem to have more influence than others? As an applied behavioral economist, I love unlocking these topics weekly on The Brainy Business podcast (where each person on this list has been a guest) and sharing those insights with the world. Three of the most downloaded episodes (in over 300) featured increasing influence (and authors showcased here), a key factor of being more impactful in life and at work. Enjoy your newfound influence!
I read a lot about the brain and how humans make decisions – and this book by David McRaney completely blew my mind.
Inspired by his own curiosity into why some people change their minds in incredibly drastic ways (like leaving a cult) when so many others remain stagnant. What is the difference? How can we use that insight to encourage better decision making and open mindedness?
David takes you on a journey of his own discovery with insights from experts, joining a team knocking on doors to understand voter polls, and so much more. The fundamental insights into how the brain is wired and how we can change our own minds (as well as those around us) is fascinating and a must-read for everyone who wants to be more influential.
Genes create brains, brains create beliefs, beliefs create attitudes, attitudes create group-identities, group identities create norms, norms create values, and values create cultures. The most effective persuasion techniques work backwards.
Ideas sweep across cultures in waves, beginning with early adopters who reduce uncertainty for the rest of the population. It's rarely because the innovation is amazing in and of itself, but because early adopters signal to the group that it's safe to think again.
This book explains how minds change - and how to change them - not over hundreds of years, but in less than a generation, in less…
I’ve been interested in philosophy ever since I heard the album Poitier Meets Plato, a product of the 60’s coffee house culture, in which Sidney Poitier reads Plato to jazz music. As a professional philosopher, I investigate the nature of knowledge and reality, and if paranormal claims turn out to be true, many of our beliefs about knowledge and reality may turn out to be false. In an attempt to distinguish the justified from the unjustified—the believable from the unbelievable—I’ve tried to identify the principles of good thinking and sound reasoning that can be used to help us make those distinctions.
I learned from Gilovich the psychological mechanisms that drive us to believe things that aren’t true. We are pattern-recognizing machines, he tells us, designed to make sense of the data we perceive. But when that data is incomplete, ambiguous, or inconsistent, the mechanisms that normally yield correct inferences can lead us astray.
Thomas Gilovich offers a wise and readable guide to the fallacy of the obvious in everyday life.
When can we trust what we believe-that "teams and players have winning streaks," that "flattery works," or that "the more people who agree, the more likely they are to be right"-and when are such beliefs suspect? Thomas Gilovich offers a guide to the fallacy of the obvious in everyday life. Illustrating his points with examples, and supporting them with the latest research findings, he documents the cognitive, social, and motivational processes that distort our thoughts, beliefs, judgments and decisions. In a rapidly changing…
Foreign policy has been my passion since I was a child. My father was a civil servant and growing up in India, I always wanted to follow in his footsteps but instead of working on domestic issues, I wanted to work on international affairs. History was another passion of mine and I wanted to combine the two of them in such a way that I studied the past in order to explain the present and help the future. This passion led me to enroll in a PhD program in the United States and then work at a think tank. I have written three books, two of which focus exclusively on foreign policy. I hope you enjoy reading the books I have listed and read my book.
This classic, from the 1980s, is a must-read for history buffs and those interested in international affairs. The author cites examples from ancient Greece to the 1970s, to demonstrate how empires and nations often make decisions that are detrimental to their long-term interests. I love this book for its writing style which is captivating, for the breath of its examples which range from ancient times to modern-day and for the recommendations this book gives not just for political leaders but those in business and other walks of life.
Pulitzer Prize–winning historian Barbara W. Tuchman, author of the World War I masterpiece The Guns of August, grapples with her boldest subject: the pervasive presence, through the ages, of failure, mismanagement, and delusion in government.
Drawing on a comprehensive array of examples, from Montezuma’s senseless surrender of his empire in 1520 to Japan’s attack on Pearl Harbor, Barbara W. Tuchman defines folly as the pursuit by government of policies contrary to their own interests, despite the availability of feasible alternatives. In brilliant detail, Tuchman illuminates four decisive turning points in history that illustrate the very heights of folly: the Trojan…
I have had a long career as a professor of organizational behavior. My view is that the most ignored and undervalued aspect of leadership is the development and implementation of political skills. Any leader who claims, “I don’t do politics” or “I’m not political,” is not serving themselves very well and, in fact, may be setting themselves up for failure. Whether in organizational life, in the sphere of public policy, or in daily life, we need to overcome the obstacles that impede our capacity to implement agendas and ideas and achieve our aspirations. Dreamers who lack political skills remain dreamers, not leaders.
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…
One of the most influental political science works written in the post World War II era, the original edition of Essence of Decision is a unique and fascinating examination of the pivotal event of the cold Cold War. Not simply revised, but completely re-written, the Second Edition of this classic text is a fresh reinterpretation of the theories and events surrounding the Cuban Missle Crisis, incorporating all new information from the Kennedy tapes and recently declassified Soviet files. Essence of Decision Second Edition, is a vivid look at decision-making under pressure and is the only single volume work that attempts…
Currently a Professor of Leadership and Strategy at Hult, I’ve been on the faculties of other top business schools, and an executive officer of a NASDAQ company. I’ve led “new to the world” technology projects and advised CXOs of global companies. These experiences convinced me that poor leadership is the biggest reason organizational initiatives fail. Two decades ago, I switched from being a technology scholar; I began researching leadership and writing for practitioners, not academics. My first book was on a 2009 “best business books” list. This one is in Sloan Management Review’s Management on the Cutting Edge series—books that its editors believe will influence executive behavior.
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.
Tear down the obstacles to creative innovation in your organization
Unlocking Creativity is an exploration of the creative process and how organizations can clear the way for innovation. In many organizations, creative individuals face stubborn resistance to new ideas. Managers and executives oftentimes reject innovation and unconventional approaches due to misplaced allegiance to the status quo. Questioning established practices or challenging prevailing sentiments is frequently met with stiff resistance. In this climate of stifled creativity and inflexible adherence to conventional wisdom, potentially game-changing ideas are dismissed outright. Senior leaders claim to value creativity, yet often lack the knowledge to provide…
I am an immigrant who has successfully pursued the American dream, living it now for 50 years. After 10 years as a Professor at the University of Massachusetts, I spent 40 years in the Sports and Entertainment business, capped by building my own marketing agency, The Aspire Group, which has generated $1.75B in revenues for 300 iconic sports properties globally. While I’ve been able to make the dream a reality for myself and my family, I believe it has become out of reach for too many. I want to show my appreciation for Americans adopting me by revitalizing the aspirational elements of that dream and making it attainable for all.
Captain Marquette’s YouTube video inspired me to create a highly productive team using independent thinking. Then, reading his book really spoke to me because it resonated with my first working experience outside the University of Massachusetts—namely, with the Pittsburgh Pirates as SVP of Business. The Pirates were the worst team in Major League Baseball then, losing over 100 games per season, drawing only 7,000 fans per game, and losing $10M annually. The staff were deflated and defeated.
After getting direct input from the senior staff, I planned the Pirates turnaround in three stages: 1. Stop the ship sailing in the wrong direction; 2. Turn the ship around; 3. Gain speed and momentum in the right direction. I think the key statement in Marquette’s book is, “It doesn’t matter how smart the plan is if the staff can’t execute it.”
I read this landmark book well after being at the Pirates…
"Leadership should mean giving control rather than taking control and creating leaders rather than forging followers."
David Marquet, an experienced Navy officer, was used to giving orders. As newly appointed captain of the USS Santa Fe, a nuclear-powered submarine, he was responsible for more than a hundred sailors, deep in the sea. In this high-stress environment, where there is no margin for error, it was crucial his men did their job and did it well. But the ship was dogged by poor morale, poor performance, and the worst retention in the fleet.
