Emo Nemo

Mily

Sarah

Shaidrian Rios

Jimmy Beans

miCCwatreSSop

Julie Wynne - videos

Kapuster

Nicky Tallon

Harini Sen

Vastralaya

Evan Shively (Perseus271)

The latest  New York Times  bestseller from Tom Rath, featuring a new assessment, personalized Eat Move Sleep Plan, and a host of online tools for individuals, groups, and organizations. Named to Apple iTunes Best of 2013 in Nonfiction and Health."Well written and scrupulously researched, this breezy guide lobbies for an all-encompassing approach to improving one's lifestyle...Rath's '30-Day Guide'...is clear and actionable." -Kirkus review\
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From the author of StrengthsFinder 2.0, How Full Is Your Bucket?, Strengths Based Leadership, and Wellbeing comes a transformative book and online application that will improve your health for years to come. While Tom's bestsellers on strengths and well-being have inspired more than 5 million people in the last decade, Eat Move Sleep reveals his greatest passion and expertise. Quietly managing a serious illness for more than 20 years, Tom has assembled a wide range of information on the impact of eating, moving, and sleeping. Written in his classic conversational style, Eat Move Sleep features the most proven and practical ideas from his research. This remarkably quick read offers advice that is comprehensive yet simple and often counterintuitive but always credible. Eat Move Sleep will help you make good decisions automatic -- in all three of these interconnected areas. With every bite you take, you will make better choices. You will move a lot more than you do today. And you will sleep better than you have in years. More than a book, Eat Move Sleep is a new way to live.

This new model of human interaction has been chosen by Google to train the entire company worldwide (30,000 employees), is the #1 book for your career chosen by The Wall Street Journal s website, and is labeled phenomenal by Lawyers Weekly and brilliant by Liza Oz of the Oprah network.  Based on more than 20 years of research and practice among 30,000 people in 45 countries, Getting More concludes that finding and valuing the other party s emotions and perceptions creates far more value than the conventional wisdom of power and logic. It is intended to provide better agreements for everyone no matter what they negotiate from jobs to kids to billion dollar deals to shopping.  The book, a "New York Times "bestseller and #1 "Wall Street Journal "business best seller, is based on Professor Stuart Diamond s award-winning course at the Wharton Business School, where the course has been the most popular over 13 years. It challenges the conventional wisdom on every page, from win-win to BATNA to rationality to the use of power. Companies have made billions of dollars so far using his new model and parents have gotten their 4-year-olds to willingly brush their teeth and go to bed.  Prof. Diamond draws from his experience as a Pulitzer Prize winning journalist at The New York Times, Harvard-trained attorney, Wharton MBA, U.N. Consultant in many countries and manager and executive in many sectors, including technology, agriculture, medical services, finance, energy and aviation. The ROI from reading "Getting "More will make it the best investment you make this year, says Rhys Dekle, the business development head of the Microsoft Games division, which produces X-Box. He added that the book was his team s best investment of the year too. The model was also used to quickly solve the 2008 Hollywood Writer s Strike.  The advice is addressed through the insightful stories of more than 400 people who have used Prof. Diamond s tools with great success: A 20% savings on an item already on sale. An extra $300 million profit in a business. A woman from India getting out of her own arranged marriage. Better relationships with the family, including teenagers. Raises at work. Better jobs. Dealing with emotional situations. Meeting one s goals. Finding better things to trade. Solving cultural and political problems, sports conflicts, and ordinary arguments. The book is intended to be used in any situation. The most common response is life changing, beginning on page one. The most inspirational book I have read this year said David Simon, an attorney in San Francisco, CA. This book can change the world, says Craig Silverman, Investment Advisor, Long Island, NY"

the suggestion of this book is that when we play games, our primary goal is often not victory - it's establishing a satisfying dynamic between all included parties, it's meaningful play. we accomplish that through handicaps, through negotiation, through sometimes checking our egos. with suitable playfulness, bernie dekoven explores the complexities of negotiating what he calls "a well-played game."as a digital game designer, this is a pretty valuable read: often, the rules of digital games are really strictly enforced. often the player is denied the ability of adjust the game to suit the level of play that's most rewarding to her; instead we rely on this thing we call "skill" that is actually a learned vocabulary that few players actually possess. the well-played game makes yet another compelling case that digital games have a lot to learn from folk games.

Named one of the greatest minds of the 20th century by Time, Tim Berners-Lee is responsible for one of that century's most important advancements: the world wide web.  Now, this low-profile genius - who never personally profited from his invention - offers a compelling portrait of his invention.  He reveals the Web's origins and the creation of the now ubiquitous http and www acronyms and shares his views on such critical issues as censorship, privacy, the increasing power of software companies, and the need to find the ideal balance between commercial and social forces.  He offers insights into the true nature of the Web, showing readers how to use it to its fullest advantage.  And he presents his own plan for the Web's future, calling for the active support and participation of programmers, computer manufacturers, and social organizations to manage and maintain this valuable resource so that it can remain a powerful force for social change and an outlet for individual creativity.

1999 edition of the book by Tim Berners-Lee

A practical handbook for making management great again, "Managing for Happiness" offers a complete set of practices for more effective management that makes work fun.Work and fun are not polar opposites; they're two sides of the same coin, and making the workplace a pleasant place to be keeps employees motivated and keeps customers coming back for more. It's not about gimmicks or 'perks' that disrupt productivity; it's about finding the passion that drives your business, and making it contagious.This book provides tools, games, and practices that put joy into work, with practical, real-world guidance for empowering workers and delighting customers. These aren't break time exploits or downtime amusements--they're real solutions for common management problems. Define roles and responsibilities, create meaningful team metrics, and replace performance appraisals with something more useful. An organization's culture rests on the back of management, and this book shows you how to create change for the better.Somewhere along the line, people collectively started thinking that work is work and fun is something you do on the weekends. This book shows you how to transform your organization into a place with enthusiastic Monday mornings. Redefine job titles and career paths Motivate workers and measure team performance Change your organization's culture Make management--and work--fun againModern organizations expect everyone to be servant leaders and systems thinkers, but nobody explains "how." To survive in the 21st century, companies need to dig past the obvious and find what works. What keeps top talent? What inspires customer loyalty? The answer is great management, which inspires great employees, who then provide a great customer experience. "Managing for Happiness" is a practical handbook for achieving organizational greatness.

Partial ContentsPart 1: What is The Problem?1. A Problem2. Peter Pigeonhole Prepared A Petition3. What's Your Problem?Part 2: What is The Problem?4. Billy Brighteyes Bests The Bidders5. Billy Bites His Tongue6. Billy Back To The BiddersPart 3: What is The Problem Really?7. The Endless Chain8. Missing The Misfit9. Landing On The Level10. Mind Your MeaningPart 4: Whose Problem Is It?11. Smoke Gets In Your Eyes12. The Campus That Was All Spaced Out13. The Lights At The End Of The TunnelPart 5: Where Does It Come From?14. Janet Jaworski Joggles A Jerk15. Mister Matczyszyn Mends The Matter16. Make-Works And Take-Credits17. Examinations And Other PuzzlesPart 6: Do We Really Want To Solve It?18. Tom Tireless Tinkers With Toys19. Patience Plays Politics20. A Priority Assignment

I think what this book demonstrates is that a certain kind of common sense isn't sense at all, but rather a cynical tyranny of half-truths. It is disingenuous, in that it attempts to borrow the prestige of technical language exactly while also writing in a register of humor, so that any attempt to see past it would provoke the guard reflect of not being in on the joke. Another frequently-used convention is to use upper-case words to make conceptual entities seem justified, well-known, and cohesive, while offering no definition or justification of those entities as common phenomena. For example, I could call it Sophistical Trickery to make such a move, but I really don't mean anything more than sophistical trickery no matter how much the emphasis seems to imply. However, beyond the matter of style, there is what this little book of systems ethics forgot: what it is good to do, given the state of living within systems.Such is the dogmatism of this volume that I fear this negative review might cause partisans to label me as some kind of "systems thinker" or "change agent", for which the book spares no tar. What I am an apologist for is straightforward speaking, careful scholarship, and thoughtful analysis. The great tragedy of this book is that in spreading the tar around it covers good intuitions with bad argument.There are good intuitions; I might say that there is a lot of half-truth to be found here, and in particular the last sections, which suggest guidelines, are useful. Here is what is useful to know about this book: don't build systems, but instead solve the problems you encounter directly. I think this is right, but let me say something further: don't be afraid to build frameworks, to build guidelines, to build processes, to nonetheless undertake design and undertake it creatively. You should resolve the matters in front of you as straightforwardly and conclusively as possible, but with all of the preparation, care, and design you think is truly appropriate to the task. The author notes that everything is a system, and all systems attempt to preserve themselves: therefore, we are systems and our obligation is our own care. We are within a profusion of systems, so it is for us to preserve the practices that demonstrate their capacity to care for us, and don't just do things because they are there to do, but because they genuinely promote flourishing as we see it.

I'm pretty sure I was born a gamer. From when I was 1 and a half years old and I started mastering Prince of Persia to today when I still spend my evenings with my friends gaming and bonding over the Leeeeroy Jenkins meme, gaming has been the one thing that I persisted with. It was entertaining, challenging and fun, and probably the only thing that I could do that engaged me so deeply that I was unaware of the world. Gaming offers experiences to the audience that other art forms simply cannot. A game will refuse to let you proceed any further unless you have a certain level of skill, and to me that is delightful. Imagine being slapped in the face by a book you're reading because you're not smart enough to understand the context. The world would be a better place. Imagine my delight when I discovered a series of books about gaming and the effects it has on gamers. The title was what drew me in, and I expected a lot of things from it, so there was no way this book was going to live up to that. The book analyses the peculiarity of failure being integrated into gaming as a concept, and how a gamer doesn't actually like a game that doesn't make them try hard and fail at least a few times. This book is about performance and reward structures, and about the psychology of gamers, and the design of a game, and the thought process that goes into making one. It's the psychological analysis of a small subculture, which has broader connotations.I would say that the topic has a lot more scope than what the writer covered, but I do applaud the writer's taste in games.I don't know if you should read this book or not. Many gamers can't be bothered. Many non gamers might find it fascinating. I found it decent and refreshingly short. The author didn't drag the small amount of content he had for a long time for no reason, he said what he wanted to say and waved goodbye, and that makes this book good for me.There is another consideration, that I'm adding as an afterthought. This book would have been relevant in a pre-Witcher 3 era, but today, whatever it talks about is outdated. Witcher 3 is the case that defies most of the theories highlighted in the book. It still sits within the general framework of gaming, but a lot of rules have changed since Witcher 3. This book needs to be revised, to stay up to date with a post-Witcher era.

Machines need to be productive. People need to be effective.Productivity books focus on doing more, Jim and Tonianne want you to focus on doing better. Personal Kanban is about choosing the right work at the right time. Recognizing why we do the things we do. Understanding the impact of our actions. Creating value - not just product. For ourselves, our families, our friends, our co-workers. For our legacy.Personal Kanban takes the same Lean principles from manufacturing that led the Japanese auto industry to become a global leader in quality, and applies them to individual and team work. Personal Kanban asks only that we visualize our work and limit our work-in-progress. Visualizing work allows us to transform our conceptual and threatening workload into an actionable, context-sensitive flow. Limiting our work-in-progress helps us complete what we start and understand the value of our choices. Combined, these two simple acts encourage us to improve the way we work and the way we make choices to balance our personal, professional, and social lives.Neither a prescription nor a plan, Personal Kanban provides a light, actionable, achievable framework for understanding our work and its context. This book describes why students, parents, business leaders, major corporations, and world governments all see immediate results with Personal Kanban.

This is a user-friendly guide to the art and science of management from Andrew S. Grove, the president of America's leading manufacturer of computer chips. Groves recommendations are equally appropriate for sales managers, accountants, consultants, and teachers--anyone whose job entails getting a group of people to produce something of value. Adapting the innovations that have made Intel one of America's most successful corporations, High Output Management teaches you:what techniques and indicators you can use to make even corporate recruiting as precise and measurable as manufacturinghow to turn your subordinates and coworkers into members of highly productive teamhow to motivate that team to attain peak performance every timeCombining conceptual elegance with a practical understanding of the real-life scenarios that managers encounter every day, High Output Management is one of those rare books that have the power to revolutionize the way we work

Offering a picture of investing within the larger world, this title explains how investment managing works by borrowing the big ideas from other complex disciplines: biology, economics, mathematics, philosophy, physics and psychology. In the biology chapter, Hagstrom analyses the central nervous system and the immune system as complex adaptive systems and then draws parallels with the behaviour of the economy and the stock market. In the physics chapter, he explores a mathematical distribution and considers the advantages of scale in relation to the bigger is better models that define the business strategies of Wal-Mart, McDonald's and Home Depot.

Ever been to so many meetings that you couldn't get your work done? Ever fallen asleep during a bulletpoint presentation? Ever watched the news and ended up knowing less? Welcome to the land of Blah Blah Blah.The Problem: We talk so much that we don't think very well. Powerful as words are, we fool ourselves when we think our words alone can detect, describe, and defuse the multifaceted problems of today. They can't-and that's bad, because words have become our default thinking tool.The Solution: This book offers a way out of blah-blah-blah. It's called "Vivid Thinking."In Dan Roam's first acclaimed book, The Back of the Napkin, he taught readers how to solve problems and sell ideas by drawing simple pictures. Now he proves that Vivid Thinking is even more powerful. This technique combines our verbal and visual minds so that we can think and learn more quickly, teach and inspire our colleagues, and enjoy and share ideas in a whole new way.The Destination: No more blah-blah-blah. Through Vivid Thinking, we can make the most complicated subjects suddenly crystal clear. Whether trying to understand a Harvard Business School class, or what went down in the Conan versus Leno battle for late-night TV, or what Einstein thought about relativity, Vivid Thinking provides a way to clarify anything.Through dozens of guided examples, Roam proves that anyone can apply this systematic approach, from leftbrain types who hate to draw to right-brainers who hate to write. This isn't just a book about improving communications, presentations, and ideation; it's about removing the blah-blah- blah from your life for good.

"The business world owes Rasmus much gratitude."— Jørgen Vig Knudstorp, CEO, The Lego GroupHow can we identify and develop business talent? Ex-professional footballer and high performance anthropologist Rasmus Akersen quit his job and traveled the world for six months, visiting "gold mines" of talent; living and training with the planet's best athletes in an attempt to answer this question and adapt his findings into a revolutionary business context.Rasmus Ankersen—born in 1983—is an author and motivational speaker who published his first book, the bestseller The DNA of a Winner, at twenty-two years old.

Passages I found particuly useful:Being yourself- Page 11: Research by Brené Brown shows that vulnerability is at the core of shame, fear, and our struggle for worthiness. Vulnerability is also the birthplace of joy, creativity, belonging, and love.- Page 136: If you are too humble / insecure, try to speak up more, be more courageous and more optimistic. If you are too overconfident, try to listen more, take more advice and be more vulnerable.- Page 154: To be willing to be vulnerable, you must trust that the community will still receive, include you, and value you.- Page 185: People, who work for http://www.decurion.com/, are not different people at home and at work. They can be themselves.The importance of purpose- Page 8: We are seeing a rise of the need for finding purpose, meaning, happiness, personal satisfaction, and fulfillment of what is inside of us. This change, which has values at its center, is one of the largest changes we have seen in the last 100 years.- Page 148: Leaders working for http://www.decurion.com/ hold the belief that people will grow and can do more when the right structures and conditions are available to them.Examples of living the value "learning"- Page 90 + 182: People who work for https://www.bridgewater.com/ ask themselves this: Do I worry more about how good I am or about how fast I am learning? People are rewarded for being open / transparent about errors and problems, because errors are seen as opportunities for growth.- Page 105: People, who work for Bridgewater, distinguish between first-order and second-order consequences. An example: We may not like to exercise because the first order consequence is discomfort or lost time. As the second-order consequence is better health and more energy, regular exercise is a good choice.- Page 116: The culture of http://www.decurion.com/ puts strong focus on learning. People participate in learning communities in order to grow / develop as individuals and seize busines opportunities. Everyone is teaching and learning.- Page 124: What would happen if we design our organizations for practice instead of only for performance? Here is why it would make sense to do that: When many changes are happening around us, practicing becomes more important. When you say to people that you are practicing, you are not expecting - and others are not expecting you - to perform perfectly. By naming, what you are doing, practice, you signal that you are experimenting, learning, trying something out, working at improving, working at getting better at something.- Page 155: People continuously give and receive feedback.- Page 155: The culture says "the best job is the one you don't yet know how to do."Examples of living the value "helping"- Page 55: The culture of http://www.nextjump.com/ puts helping others at the forefront. - Page 89: Next Jump works with the formula "better me + better you = better us." This means that Next Jump wants the company to grow = better us, but its culture continuously says, "the way we are going to be a better company is by your working on yourself and helping others work on themselves."- Page 275: To feel safe in a company means that when a person reveals one of his / her weaknesses and struggles publicly, he / she experiences an enhancement of his / her place in the organization - not a diminishment. People around her / him support her / him in being open and wanting to grow / develop as a human being.

What really sets the best managers above the rest? It’s their power to build a cadre of employees who have great inner work lives—consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. The worst managers undermine inner work life, often unwittingly.As Teresa Amabile and Steven Kramer explain in The Progress Principle, seemingly mundane workday events can make or break employees’ inner work lives. But it’s forward momentum in meaningful work—progress—that creates the best inner work lives. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees in 7 companies, the authors explain how managers can foster progress and enhance inner work life every day.The book shows how to remove obstacles to progress, including meaningless tasks and toxic relationships. It also explains how to activate two forces that enable progress: (1) catalysts—events that directly facilitate project work, such as clear goals and autonomy—and (2) nourishers—interpersonal events that uplift workers, including encouragement and demonstrations of respect and collegiality.Brimming with honest examples from the companies studied, The Progress Principle equips aspiring and seasoned leaders alike with the insights they need to maximize their people’s performance.

The Second Creation is a dramatic--and human--chronicle of scientific investigators at the last frontier of knowledge. Robert Crease and Charles Mann take the reader on a fascinating journey in search of "unification" (a description of how matter behaves that can apply equally to everything) with brilliant scientists such as Niels Bohr, Max Planck, Albert Einstein, Erwin Schrödinger, Richard Feynman, Murray Gell-Mann, Sheldon Glashow, Steven Weinberg, and many others. They provide the definitive and highly entertaining story of the development of modern physics, and the human story of the physicists who set out to find the "theory of everything." The Second Creation tells the story of some of the most talented and idiosyncratic people in the world--many times in their own words. Crease and Mann conducted hundreds of interviews to capture the thinking and the personalities as well as the science. The authors make this complex subject matter clear and absorbing.

ELITE MINDS THINK ALIKE.Discover the winning secrets of the world s most successful people.As a top-level sport psychologist and performance consultant, Dr. Stan Beeham knows what it takes to succeed on the playing field, in the board room, and in all aspects of life. This award-winning book takes you inside the minds of major-league athletes, Olympic medal winners, and world-class business leaders to reveal the key motivators and mental processes that drive people to victory. Learn how to:RETRAIN YOUR BRAIN to think like a winner.CONQUER YOUR FEARS and go after your goals.ACHIEVE PEAK PERFORMANCE and reach your full potential.BECOME WHO YOU WANT TO BE mentally, physically, personally and professionally.Whether you re a self starter, team player, or corporate leader, you can apply these proven mind techniques to any field or endeavor quickly, easily, and effectively. Filled with power-boosting mental exercises, positive attitude adjusters, and inspiring true stories of individual success, the book provides all the tools you need to set your goals, sharpen your focus, and achieve your personal best. It s like having your own private coach cheering you on every step of the way. If you can think it, you can do it with the game-changing power of Elite Minds.Winner of the Benjamin Franklin Award Updated and Expanded Edition"

What if the only reason you aren’t doing well in school is that you’ve been lied to about your own brain? For centuries, students worldwide have been tricked into making school more difficult, more stressful, and less successful than it needs to be. In reality, you already have the ability to make anything that you do in school easy. From writing essays to mastering any math concept to acing even your most difficult final exam, The Straight-A Conspiracy takes you through the simple, stress-free ways to conquer any class in school. The truth about straight-A’s has been kept from you. It’s time you knew about The Straight-A Conspiracy.

Picture this (go ahead; it’s an easy one): You’re bored with your workouts. Nothing’s changing; you’re not getting stronger or leaner or feeling better, and, heck, maybe you’ll just take a layoff and see what happens.You know what happens. That two-week layoff lasts a year, that’s what happens!Now consider this: Traffic was light and you’re fifteen minutes early for your dental cleaning appointment. You flip open your tablet and bring up your new copy of Before We Go. By the time the dental tech calls you, you’ve read two article chapters and are amped to get to the gym. Your mind is racing through the appointment, and it’s all you can do to stay in that squeaky lounge chair.You get to the gym an hour later and sail through the best workout you’ve had in months, maybe years.That’s what this book can do for you.“I go through one chapter at a time, slowly, and let it percolate.” ~ TC Luoma, Editor-in-Chief, T NationDan John’s Before We Go will spur your training to that exciting level you love. Following the pattern set by his earlier book Never Let Go (230 reviews averaging five stars, still in the top 30 weight training books after five years on Kindle), Before We Go is the second compilation of Dan’s best articles previously published online.

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