Predictably Irrational, by Dan Ariely. The subtitle says it all: The hidden forces that shape our decisions. Ariely challenges the business notion that we make decisions on a rational basis and that we're in control of our decision making. The book is representative of the new discipline of behavioral economics and as such sets a fine mark. A few months ago, I met a recent PhD in behavioral econ, and immediately understood the nature of her work. "That's weird," she said. There can't be more than a dozen behavioral economists in the world." Not quite, but interesting conversation.
Although there are a number of reviewers pooh-poohing the book, I suspect that's because Ariely writes for the popular market, and not the academic (he is, however, an MIT prof). Two things struck me about the book. First, he writes on significantly popular issues such as personal character, pricing, social norms and procrastination. Second, his research is written for readers lacking statistical and scientific methodologies in their background. For Geeks like me (or, according to Warren Bennis, I'm really a Geezer) it's a treasure-trove of resources for relevant topics.
The Tyranny of Dead Ideas by Matt Miller. As an Amazon.com reviewer put it, "A good think, but a hard sell." Over the last twelve months, the best of my 50 or more reads was Jerome Groopman, How Doctors Think. Miller's book replaces Groopman at the top of the list. Miller has an impeccable background for the book, lawyer, business consultant, etc. He deals with the six most important domestic issues from two perspectives: their current status (dead), to how those issues will be changed in the future (or need to be changed). Some of the changes are beginning to be visible. Others are highly creative, though not especially speculative. The six issues are education, free trade, corporate benefits, lowered middle class incomde, taxes and the meritocracy.
As can be expected, Amazon reviewers are split down the middle. Though, one of them astutely dissects the split.
I am glad to see that some think this book is nothing short of "Commie Pinko Socialism". If it didn't get that type of review it wouldn't be radical enough for our times. If you are delighted by the near trillion dollar corporate greed driven bailout and the otherwise crumbling US and world economy then this book is not for your. But, if you say enough is enough and some basic change is required then you will be enlightened by the contents.
Tyranny is strikingly original, creative, and needed. Thankfully, David Gergen gave it a positive review. That will be needed for the right to take it seriously. And the left, well some are already there, but others have their nose in the sand as much as some on the other side of the aisle. Moderate Republicans and Democrats agree fully with Miller. I think Tyranny is a great and needed read. For the sake of our younger generation and the nation as a whole, I hope some of his recommended action will not be too far off.
The First 90 Days by Michael Watkins. Harvard Business published this in 2003, but I wanted to respond to it's utter practicality and relevance. Watkins is your typical, colorless, bland business writer, but he's got damned good stuff. I adapted the material for a new COO, and he and I both found Watkins' model useful, down to the nitty gritty. The CEO happily agreed with what he saw take place in his his new COO, in unusually rapid fashion. (Of course, it always helps to have an especially capable guy in a new role for your training guinea pig.)
Not only is Watkins material immediately applicable, but his discussion of the barriers organizations and leaders face was especially valuable. Watkins points out two especially difficult problems for managing transitions. Hierarchy flattening and the faster pace of business mean that line managers have far less time time to develop and counsel their direct reports. But a second more difficult issue is attitudinal. To a large degree business is fairly Darwinian in its attitudes toward talent. Think of it as a sink-or-swim mentality. In both instances, business often takes a penny wise and pound foolish attitude, failing to prepare its own people for transition, much less the situations where an outsider is brought in.