100 books like The Evolution of Cooperation

Based on scientific arguments, this book shows how strongly incorrect drives are stuck in our brains, causing us to think that we are making a logical decision, while this is not the case.

The best example I tell everybody: Look at your attic that you want to clean out. You empty your cupboards, and almost always, a large part goes back into the cupboard because it is a waste. But if you are offered the same stuff for free, you usually don't want it.

The message of this example: Your brain finds it difficult to get rid of something you have, and it is a non-rational reaction that occurs in our fixed brain.

I recommend this book because Tamm and Luyet provide useful, common-sense ideas that will help you put collaboration into practice. Their approach includes themes such as truthfulness, intent to collaborate, self-awareness and awareness of others, accountability, and negotiation. Collaboration begins with people and their attitudes individually and within the organization. I often say, “Change the people or change the people,” and this book reflects that approach to instilling true organizational collaboration.

In this slim book, Ken Arrow – Nobel laureate and “one of the transcendent minds in the history of economics” – reveals with extraordinary clarity many essential truths about how the world works and why.

The first of these four essays is among the most eloquent and succinct statement about the core conflicts humanity faces: between the individual and society, between freedoms and collective obligation, between compromise and commitment.

Given that context, Arrow builds a framework for understanding the nature of organizations: their purposes, processes, and the central role of information. The clarity with which Arrow has developed this economics of information – an asset intangible and unmeasurable – reveals his genius.

The inquiry closes by considering the role of authority and responsibility; but throughout there are gems of insights in nearly every paragraph. 

Covey’s book unlocks the nature of Trust and its critical value in life and leadership.

He explains that trust is about confidence in a person or relationship. To be trusted we need to be credible and he illuminates the four cores of credibility in two categories – our confidence in someone’s Character and our confidence in their Competence. The two core attributes of Character are Integrity and Intent. The two core attributes of Competence are Results and Credibility.

This clear explanation, and some of Covey’s diagnostics, have been very helpful to me in really understanding the notion of Trust and then working with executive to enable them to build greater trust and vulnerability with each other. Trust is the bedrock of great teams and great relationships. 

You might ask why I am recommending a book on change management for a book list on structuring business deals. It is because anytime two organizations come together in a business deal something will change within their organizations. All too often people rush to sign the deal and forget there that often hundreds of critical changes behind the scenes are needed for the deal to be a success long after the ink is dry. If you are structuring a big business deal this book will help you think two steps ahead to lay the foundation so the organization can implement the changes needed. 

Private property or the commons? Free enterprise or public ownership?

Arguably the most substantive contribution to such debates in the past 50 years has come from Elinor Ostrom for her decades of study of common-pool resource management.

From case studies around the world and from centuries past, she proves that collective ownership need not end in a “tragedy of the commons,” but can succeed.

In work that won her the Nobel Prize in Economics (she is a political scientist) studying community-managed fisheries, forests, grazing lands, and watersheds, Ostrom describes and evaluates successes and failures in great detail and with attention to the role of rules, monitoring, and enforcement, and leadership, in determining the kinds of governance that are most likely to succeed.  

When AG Lafley became the CEO of P&G he had an idea that the best way to drive innovation was through collaboration. His book goes behind the scenes on how he encouraged P&Gers to look to suppliers and even competitors' help P&G take innovation to a new level. In fact—Lafley set the lofty goal that 50% of all innovations would not come from P&G—but through P&G by working with strategic partnerships. The book has several examples of how the CPG giant is using collaboration to drive innovation.

The aims of economic development are often said to be higher incomes, industrialization, efficient investment, and poverty alleviation.

Amartya Sen argues for a broader goal: increasing the capability of all human beings to achieve those things that they most value.

Such an agenda implies more ambitious goals for empowering people, especially in poor countries, to begin a process of expanding the real freedoms that people enjoy: education, health care, longevity, and the ability to influence political decisions.

Sen, a Nobel laureate in economics, draws on a lifetime of thought about human predicaments, famines, and poverty, how to define one’s capabilities, and the meaning of one’s ‘standard of living.’

Rather than offering specific recipes, this book provides a provocative framework for thought. 

“Institutions are the rules of the game,” according to Douglas North, economic historian and Nobel Laureate.

Once created, institutions may be changed, but their legacy can be powerful. Economic history is a consequence of a dynamic, sometimes disruptive, process of institutional change, one for which a path to better institutions is not assured.

Exchange involves risks and uncertainty. In centuries past, kinship ties helped reduce uncertainty for exchange in insular communities. As exchange across larger distances expanded to engage with more distant communities, alternatives institutions were needed, such as contracts, laws, courts.

Whether one’s interest is promoting welfare, equity, sustainability, or economic growth (emphasized by North), this conceptual framework of institutional change offers powerful insights about how the world works and why it is organized the way that it is.

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.