The term problem-solving sounds scary. Who wants problems? Why do we want to subject ourselves and youngsters to problems? The word problem comes from the word probe, meaning inquiry. Inquiry is a much friendlier idea. Rather than attack a problem that has been given to us, let us accept an invitation to inquire into and to explore an interesting opportunity. Even toddlers can excel at inquiring, exploring, and investigating the world around them!PROBLEM-SOLVING TECHNIQUESSuccessful FlailingDo SomethingWishful ThinkingThe Power of DrawingMake It SmallEliminate Incorrect ChoicesPerseverance Is KeySecond-Guess the AuthorAvoid Hard WorkGo to the Xtremes

The Great Recession punished American workers, leaving many underemployed or trapped in jobs that did not provide the income or opportunities they needed. Moreover, the gap between the wealthy and the poor had widened in past decades as mobility remained stubbornly unchanged. Against this deepening economic divide, a dominant cultural narrative took root: immobility, especially for the working class, is driven by shifts in demand for labor. In this context, and with right-to-work policies proliferating nationwide, workers are encouraged to avoid government dependency by arming themselves with education and training. Drawing on archival material and interviews with African American women transit workers in the San Francisco Bay Area, Katrinell Davis grapples with our understanding of mobility as it intersects with race and gender in the postindustrial and post–civil rights United States. Considering the consequences of declining working conditions within the public transit workplace of Alameda County, Davis illustrates how worker experience--on and off the job--has been undermined by workplace norms and administrative practices designed to address flagging worker commitment and morale. Providing a comprehensive account of how political, social, and economic factors work together to shape the culture of opportunity in a postindustrial workplace, she shows how government manpower policies, administrative policies, and drastic shifts in unionization have influenced the prospects of low-skilled workers.

You work hard. You put in the hours. Yet you feel like you are constantly treading water with "Good Work" that keeps you going but never quite moves you ahead. Or worse, you are mired in "Bad Work"—endless meetings and energy-draining bureaucratic traps. Do More Great Work gets to the heart of the problem: Even the best performers are spending less than a fraction of their time doing "Great Work"—the kind of innovative work that pushes us forward, stretches our creativity, and truly satisfies us. Michael Bungay Stanier, Canadian Coach of the Year in 2006, is a business consultant who’s found a way to move us away from bad work (and even good work), and toward more time spent doing great work. When you’re up to your eyeballs answering e-mail, returning phone calls, attending meetings and scrambling to get that project done, you can turn to this inspirational, motivating, and at times playful book for invaluable guidance. In fifteen exercises, Do More Great Work shows how you can finally do more of the work that engages and challenges you, that has a real impact, that plays to your strengths—and that matters. The exercises are "maps"—brilliantly simple visual tools that help you find, start and sustain Great Work, revealing how to: Find clues to your own Great Work—they’re all around you Locate the sweet spot between what you want to do and what your organization wants you to do Generate new ideas and possibilities quickly Best manage your overwhelming workload Double the likelihood that you’ll do what you want to do All it takes is ten minutes a day, a pencil and a willingness to change. Do More Great Work will not only help you identify what the Great Work of your life is, it will tell you how to do it.

The Wall Street Journal bestseller—a Financial Times Business Book of the Month and named by The Washington Post as “One of the 11 Leadership Books to Read in 2018”—is “a refreshingly data-based, clearheaded guide” (Publishers Weekly) to individual performance, based on a groundbreaking study. Why do some people perform better at work than others? This deceptively simple question continues to confound professionals in all sectors of the workforce. Now, after a unique, five-year study of more than 5,000 managers and employees, Morten Hansen reveals the answers in his “Seven Work Smarter Practices” that can be applied by anyone looking to maximize their time and performance. Each of Hansen’s seven practices is highlighted by inspiring stories from individuals in his comprehensive study. You’ll meet a high school principal who engineered a dramatic turnaround of his failing high school; a rural Indian farmer determined to establish a better way of life for women in his village; and a sushi chef, whose simple preparation has led to his unassuming restaurant being awarded the maximum of three Michelin stars. Hansen also explains how the way Alfred Hitchcock filmed Psycho and the 1911 race to become the first explorer to reach the South Pole both illustrate the use of his seven practices. Each chapter “is intended to inspire people to be better workers…and improve their own work performance” (Booklist) with questions and key insights to allow you to assess your own performance and figure out your work strengths, as well as your weaknesses. Once you understand your individual style, there are mini-quizzes, questionnaires, and clear tips to assist you focus on a strategy to become a more productive worker. Extensive, accessible, and friendly, Great at Work will help us “reengineer our work lives, reduce burnout, and improve performance and job satisfaction” (Psychology Today).

In the centerpiece of the book, the poet offers a searing, unsentimental look at himself and his life.

From the best-selling author of The Wind-Up Bird Chronicle and After Dark, a rich and revelatory memoir about writing and running, and the integral impact both have made on his life. In 1982, having sold his jazz bar to devote himself to writing, Haruki Murakami began running to keep fit. A year later, he’d completed a solo course from Athens to Marathon, and now, after dozens of such races, not to mention triathlons and a slew of critically acclaimed books, he reflects upon the influence the sport has had on his life and—even more important—on his writing. Equal parts training log, travelogue, and reminiscence, this revealing memoir covers his four-month preparation for the 2005 New York City Marathon and includes settings ranging from Tokyo’s Jingu Gaien gardens, where he once shared the course with an Olympian, to the Charles River in Boston among young women who outpace him. Through this marvellous lens of sport emerges a cornucopia of memories and insights: the eureka moment when he decided to become a writer, his greatest triumphs and disappointments, his passion for vintage LPs and the experience, after the age of fifty, of seeing his race times improve and then fall back. By turns funny and sobering, playful and philosophical, What I Talk About When I Talk About Running is both for fans of this masterful yet guardedly private writer and for the exploding population of athletes who find similar satisfaction in distance running.

In an unorthodox approach, Georgetown University professor Cal Newport debunks the long-held belief that "follow your passion" is good advice, and sets out on a quest to discover the reality of how people end up loving their careers. Not only are pre-existing passions rare and have little to do with how most people end up loving their work, but a focus on passion over skill can be dangerous, leading to anxiety and chronic job hopping. Spending time with organic farmers, venture capitalists, screenwriters, freelance computer programmers, and others who admitted to deriving great satisfaction from their work, Newport uncovers the strategies they used and the pitfalls they avoided in developing their compelling careers. Cal reveals that matching your job to a pre-existing passion does not matter. Passion comes after you put in the hard work to become excellent at something valuable, not before. In other words, what you do for a living is much less important than how you do it. With a title taken from the comedian Steve Martin, who once said his advice for aspiring entertainers was to "be so good they can't ignore you," Cal Newport's clearly written manifesto is mandatory reading for anyone fretting about what to do with their life, or frustrated by their current job situation and eager to find a fresh new way to take control of their livelihood. He provides an evidence-based blueprint for creating work you love, and will change the way you think about careers, happiness, and the crafting of a remarkable life.