Here are 100 books that The Art of Strategy fans have personally recommended if you like
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I am a Professor of Economics at Washington State University. My research focuses on applying Game Theory and Industrial Organization models to polluting industries and other regulated markets. I analyze how firms strategically respond to environmental regulation, including their output and pricing decisions, their investments in clean technologies, and merger decisions, both under complete and incomplete information contexts.
An excellent game theory book for graduate students, especially for Master's students taking second-year elective courses on game theory, and even technical enough for the first-year Ph.D. Microeconomics course (since most schools spend most of the second semester covering game theory, contract theory, and applications.)
Rigorous, with detailed definitions and notation, yet accessible to senior undergraduate students at top schools (with a strong math background) or Master's students.
This comprehensive textbook introduces readers to the principal ideas and applications of game theory, in a style that combines rigor with accessibility. Steven Tadelis begins with a concise description of rational decision making, and goes on to discuss strategic and extensive form games with complete information, Bayesian games, and extensive form games with imperfect information. He covers a host of topics, including multistage and repeated games, bargaining theory, auctions, rent-seeking games, mechanism design, signaling games, reputation building, and information transmission games. Unlike other books on game theory, this one begins with the idea of rationality and explores its implications for…
I am a Professor of Economics at Washington State University. My research focuses on applying Game Theory and Industrial Organization models to polluting industries and other regulated markets. I analyze how firms strategically respond to environmental regulation, including their output and pricing decisions, their investments in clean technologies, and merger decisions, both under complete and incomplete information contexts.
This book is a short introduction to undergraduate-level Game Theory, with a special focus on basic games of complete information and contracts.
It avoids jargon, notation, or formal definitions but emphasizes economic intuition and offers many examples in each chapter. Some chapters require a good math background, making the book a good fit for students who already took at least one course in algebra and calculus.
Joel Watson has refined his successful text to make it even more student-friendly. A number of sections have been added, and numerous chapters have been substantially revised. Dozens of new exercises have been added, along with solutions to selected exercises. Chapters are short and focused, with just the right amount of mathematical content and end-of-chapter exercises. New passages walk students through tricky topics.
I am a Professor of Economics at Washington State University. My research focuses on applying Game Theory and Industrial Organization models to polluting industries and other regulated markets. I analyze how firms strategically respond to environmental regulation, including their output and pricing decisions, their investments in clean technologies, and merger decisions, both under complete and incomplete information contexts.
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.
Written for majors courses in economics, business, political science, and international relations, but accessible to students across the undergraduate spectrum, Joseph Harrington's innovative textbook makes the tools and applications of game theory and strategic reasoning both fascinating and easy to understand. Each chapter focuses a specific strategic situation as a way of introducing core concepts informally at first, then more fully, with a minimum of mathematics. At the heart of the book is a diverse collection of strategic scenarios, not only from business and politics, but from history, fiction, sports, and everyday life as well. With this approach, students don't…
I am a Professor of Economics at Washington State University. My research focuses on applying Game Theory and Industrial Organization models to polluting industries and other regulated markets. I analyze how firms strategically respond to environmental regulation, including their output and pricing decisions, their investments in clean technologies, and merger decisions, both under complete and incomplete information contexts.
This book is an extremely rigorous and formal presentation of Game Theory concepts to Ph.D. students.
The chapters about complete information games and repeated games are particularly superb relative to other advanced books in this field. It also offers chapters on cooperative games, which is quite uncommon in other books (both at the undergraduate and graduate levels.)
The coverage of signaling games, Perfect Bayesian Equilibrium, and equilibrium refinements is relatively brief compared to most other topics in the book, but the book is still great.
Now in its second edition, this popular textbook on game theory is unrivalled in the breadth of its coverage, the thoroughness of technical explanations and the number of worked examples included. Covering non-cooperative and cooperative games, this introduction to game theory includes advanced chapters on auctions, games with incomplete information, games with vector payoffs, stable matchings and the bargaining set. This edition contains new material on stochastic games, rationalizability, and the continuity of the set of equilibrium points with respect to the data of the game. The material is presented clearly and every concept is illustrated with concrete examples from…
After a career that took me from designer to design professor, I’ve spent the past decade leading user research practices for growing product organizations. I’m excited about user research because it positions us closer to the people we design for, and challenges us to capture and explain complex scenarios in service to them. Though there are many books that teach user research, my list of recommendations is meant to demonstrate why we research, how we make sense of what we learn, and where research might take us.
Authors Christian Madsbjerg and Mikkel Rasmussen run consulting company ReD, where they put anthropologists, sociologists, economists, journalists, and designers together to deeply understand humans in service of their clients. In The Moment of Clarity, the authors share their methods and approach via rich case studies, including their impactful work supporting LEGO in better aligning its products to its customers.
Businesses need a new type of problem solving. Why? Because they are getting people wrong. Traditional problem-solving methods taught in business schools serve us well for some of the everyday challenges of business, but they tend to be ineffective with problems involving a high degree of uncertainty. Why? Because, more often than not, these tools are based on a flawed model of human behavior. And that flawed model is the invisible scaffolding that supports our surveys, our focus groups, our R&D, and much of our long-term strategic planning. In The Moment of Clarity, Christian Madsbjerg and Mikkel Rasmussen examine the…
My core value is realistic education—learning from each other’s errors and successes, but with full awareness of the difference between the determined past and the uncertain future. We can benefit from uncertainty, which I’ve been doing for a living as an engineer, academic researcher, and inventor. I make use of knowledge and science as much as possible, but I also know that strategic decisions for the uncertain future require skepticism and thinking to deal with the differences in a new circumstance. With my core value, I am passionate about sharing insights and knowledge that our formal education does not provide.
Certainty is a black-or-white concept, either zero or hundred percent; uncertainty is something between zero and hundred percent, and this grayness is a difficult concept. In the context of dealing with uncertainty and making better decisions, I find Annie Duke’s use of poker in Thinking in Betsclever for two reasons: (1) People can engage with the concept that winning or losing in a poker game is neither exact science nor pure luck. (2) Given that poker games are so different from our everyday reality, there is no danger that people would expect decision recipes for dummies.
A Wall Street Journal bestseller, now in paperback. Poker champion turned decision strategist Annie Duke teaches you how to get comfortable with uncertainty and make better decisions.
Even the best decision doesn't yield the best outcome every time. There's always an element of luck that you can't control, and there's always information hidden from view. So the key to long-term success (and avoiding worrying yourself to death) is to think in bets: How sure am I? What are the possible ways things could turn out? What decision has the highest odds of success? Did I land in the unlucky 10%…
Gaming led to my career as a history professor. When I was about ten, I discovered some of the first commercial board games, Gettysburgor Diplomacy. Hooked, I delved into the history behind such games and discovered a passion for delving deeper. After I began teaching, I thought I could share that passion with my students through historical simulations. My “sim” courses became among the most popular in the university.
Neustadt and May wrote this book based on their seminars with government officials. Those seminars, and this book, taught two points. First, policy-makers rarely studied the background and context of the issues they were facing but instead were consumed with the need for swift decisions on immediate action. Second, those policy-makers nevertheless used history in making their decisions, nearly always using it simplistically and often incorrectly. The book is composed of a myriad of case studies. In each, the authors show how a better understanding of history might have led to better decisions.
"A convincing case that careful analysis of the history, issues, individuals, and institutions can lead to better decisions-in business as well as in government" (BusinessWeek).
Two noted professors offer easily remembered rules for using history effectively in day-to-day management of governmental and corporate affairs to avoid costly blunders. "An illuminating guide to the use and abuse of history in affairs of state" (Arthur Schlesinger).
Imagine World War II—with frequent chemical warfare attacks on cities and battlefields. Before and during World War II, laypeople and leaders held the widespread conviction that poison gas would be used in the next big war more destructively than in World War I. Churchill considered using gas if Germany invaded Britain. Roosevelt promised retaliation if the Axis used gas. Canada tested gas in Alberta’s fields. Fear and preparation for gas attacks permeated multiple countries, from laypeople to the top, from civilians to the military, but few talk about it. This is a hidden story of World War II, but one worth knowing. Just the threat of gas influenced the conflict.
The author does not pull any punches. She investigates the Japanese path to the Pearl Harbor attack, from cultural constraints that made it challenging to resist the drift to war to personality assessments that help make sense of the decisions to strike the US, even when war games demonstrated that the country could not win a confrontation.
Despite knowing the outcome of the attack, the story is so well told that delving into the steps toward conflict is engrossing. The book makes you wonder: What might have stopped the attack? If we knew then what we know now, would the attack at Pearl Harbor have been a surprise?
A groundbreaking history that considers the attack on Pearl Harbor from the Japanese perspective and is certain to revolutionize how we think of the war in the Pacific.
When Japan launched hostilities against the United States in 1941, argues Eri Hotta, its leaders, in large part, understood they were entering a war they were almost certain to lose. Drawing on material little known to Western readers, and barely explored in depth in Japan itself, Hotta poses an essential question: Why did these men—military men, civilian politicians, diplomats, the emperor—put their country and its citizens so unnecessarily in harm’s way? Introducing…
I've been driving innovation in various capacities with world’s leading companies and start-ups for the last 23 years in Silicon Valley. I've been granted six US patents, won two prestigious design awards including the Red Dot award, and published a book on transforming an idea into a business using Design Thinking. What I've learnt is that at the core of any successful business lies the value to the end user who uses the solutions. As I got exposed to Design Thinking earlier on in my career, I realized its immense power in delivering human-centered innovations. I regularly speak at several industry & entrepreneurial events and various business schools around the world.
Creative Confidence is a book that explores the idea that everyone has the ability to be creative, and that creativity can be a powerful tool for innovation and problem-solving.
Kelley argues that many people believe that creativity is a rare and elusive talent that only a select few possess, but in reality, everyone can develop their creative abilities with practice and effort.
Kelley provides numerous examples of individuals and organizations that have successfully used creativity to solve complex problems and create innovative solutions.
He also offers practical strategies and exercises for developing creative confidence, such as embracing failure, challenging assumptions, and experimenting with new ideas.
I have personally seen the benefits of creative confidence in my work and the work of others around me.
A powerful and inspiring book from the founders of IDEO, the award-winning design firm, on unleashing the creativity that lies within each and every one of us.
Too often, companies and individuals assume that creativity and innovation are the domain of the 'creative types'. But two of the foremost experts in innovation, design and creativity on the planet show us that each and every one of us is creative.
In an entertaining and inspiring narrative that draws on countless stories from their work at IDEO, and with many of the world's top companies and design firms, David and Tom Kelley…
Coaching is a wonderful technology that can help people be a force for change… and is often wrapped up in mystic and woo-woo and privilege that makes it inaccessible and/or unattractive to too many. I want being more coach-like—by which I mean staying curious a little longer, and rushing to action and advice-giving—to be an everyday way of being with one another. Driven by this, I’ve written the best-selling book on coaching this century (The Coaching Habit) and have created training that’s been used around the world by more than a quarter of a million people. I’m on a mission to unweird coaching.
My mentor Peter Block taught me that the ultimate act of being an adult, the ultimate act of taking responsibility for your own freedom, was making choices. Some choices of course are easy—I’ll have a double espresso, please—but plenty are difficult. You don’t have all the data, it’s too close to call, and you can feel the combination of anxiety and guilt that can come with committing. This book adds some structure and discipline to how to make the best possible choice, and by doing so makes it easier to be more courageous and bold.
When it comes to our hardest choices, it can seem as though making trade-offs is inevitable. But what about those crucial times when accepting the obvious trade-off just isn't good enough? What do we do when the choices in front of us don't get us what we need? In those cases, rather than choosing the least worst option, we can use the models in front of us to create a new and superior answer. This is integrative thinking.
First introduced by world-renowned strategic thinker Roger Martin in The Opposable Mind, integrative thinking is an approach to…
