This book asks whether evolution can help us to understand human behaviour and explores diverse evolutionary methods and arguments. It provides a short, readable introduction to the science behind the works of Dawkins, Dennett, Wilson and Pinker. It is widely used in undergraduate courses around the world.

What do the whimsical writings of Dr. Seuss have in common with near-death experiences? The answer is that nonsense writing and spiritual experiences seem to defy all logic and yet they both can make a powerful personal impact. In this book, New York Times bestselling author Dr. Raymond Moody shares the groundbreaking results of five decades of research into the philosophy of nonsense, revealing dynamic new perspectives on language, logic, and the mystical side of life. Explore the meaningful feelings that accompany nonsense language and learn how engaging with nonsense can help you on your own spiritual path. Discover how nonsense transcends classical logic, opening the doorway to new spiritual and philosophical breakthroughs. With dozens of examples from literature, comedy, music, and the history of religion, this book presents a unique new approach to the mysteries of the human spirit.

Rule 1: Management is one of the most difficult jobs going, and is harder now than ever because the challenges are greater. Rule 2: Most people are bad at managing, some are very bad. Hardly anyone can do it well. Rule 3: Good managers need to be both hard and soft, decent and ruthless, good at the big picture and at the small detail. Rule 4: In view of the above, the market for management consultants, trainers, gurus, business schools and business books is expanding, apparently without limit. Rule 5: While most of the management help industry is of dubious value, managers do need the experience and advice of wise outsiders. But to follow that advice blindly - as many companies do - is, of course, idiotic. Rule 6: Any new management technique that comes with a catchphrase is suspect. It almost certainly will not suit the company in question, and even if it does, the management will probably fail to apply it properly. Rule 7: It is hard to teach a middle-aged dog new tricks. People who are rotten communicators do not become better by virtue of having been on a course, or having read a book. Improving and changing is a long, painful slog. Rule 8: People like security. They like to be told what to do. Empowerment and flat structures are over-rated. Rule 9: All work is tedious for much of the time. If everyone accepts this, then so much the better.

This book tells what the language of the law is, how it got that way and how it works out in the practice. The emphasis is more historical than philosophical, more practical than pedantic.

This is a book for managers who know that their organisations are stuck in a mindset that thrives on fashionable business theories that are no more than folk wisdom, and whose so-called strategies that are little more than banal wish lists. It puts forward the notion that the application of uncommon sense - thinking or acting differently from other organisations in a way that makes unusual sense - is the secret to competitive success. For those who want to succeed and stand out from the herd this book is a beacon of uncommon sense and a timely antidote to managerial humbug.