When we're in the Certainty Trap, we tend to view people who disagree with us as hateful, ignorant, or just plain stupid. When it comes to heated social and political issues in particular, many of us know this feeling well— a consuming state of righteous indignation and moral outrage. And this response makes sense because our very certainty tells us that there are simple and obvious causes and solutions to the hot-button issues we care about most. But the things we care about the most are— far more often than not— morally and ethically complex. If the problems that divide us are inherently complicated, then a sense that the answers are obvious— and that anyone who disagrees must be deficient in some way— is misplaced. It's an oversimplification that both leads to and reflects faulty thinking. When we're certain, we not only fail to recognize the possibility that we're wrong but also fail to be clear about the principles and values that drive our disagreement in the first place. By committing to challenging and clarifying our thinking— by avoiding the trap certainty sets for us— we can increase social trust, reduce political polarization, and better address the world's pressing challenges.

When we're in the Certainty Trap, we tend to view people who disagree with us as hateful, ignorant, or just plain stupid. When it comes to heated social and political issues in particular, many of us know this feeling well-- a consuming state of righteous indignation and moral outrage. And this response makes sense because our very certainty tells us that there are simple and obvious causes and solutions to the hot-button issues we care about most. But the things we care about the most are-- far more often than not-- morally and ethically complex. If the problems that divide us are inherently complicated, then a sense that the answers are obvious-- and that anyone who disagrees must be deficient in some way-- is misplaced. It's an oversimplification that both leads to and reflects faulty thinking. When we're certain, we not only fail to recognize the possibility that we're wrong but also fail to be clear about the principles and values that drive our disagreement in the first place. By committing to challenging and clarifying our thinking-- by avoiding the trap certainty sets for us-- we can increase social trust, reduce political polarization, and better address the world's pressing challenges.

A certainty trap has sprung up within both Islam and Christianity, resulting in a world struggling with the fallout from extremist and violent interpretations of what the word of God might mean. In The Certainty Trap, Musk looks at the phenomenon of fundamentalism in Christianity and its contributions toward the messy state of international affairs in which many—especially Muslims—find themselves today. By scrutinizing sacred book interpretation in both the Islamic and Christian heritages, The Certainty Trap challenges contemporary religious fundamentalism and is a timely contribution to Muslim-Christian relations.

Contemporary Issues in Mediation (CIIM) Volume 5 builds on the success of the past four volumes as testament to a growing interest of authors and readers in the wide variety of issues that arise with mediation. Readers stand to benefit from a diverse range of topics selected for their high quality of research and novelty. With the recent signing of the Singapore Convention on Mediation in August 2019, there is no doubt that mediation is and will continue to be extremely pertinent in the world of dispute resolution. Edited by Singapore's leading expert on mediation and negotiation, Professor Joel Lee (National University of Singapore, Faculty of Law), the Chief Executive Officer of SIMI, Mr. Marcus Lim, and Assistant Professor Dorcas Quek-Anderson (Singapore Management University, Faculty of Law), CIIM Volume 5 is a unique and valuable addition to the growing body of literature in mediation and dispute resolution.

Author and consultant Jennifer Garvey Berger has worked with all types of leaders—from top executives at Google to nonprofit directors who are trying to make a dent in social change. She hears a version of the same plea from every client in nearly every sector around the world: "I know that complexity and uncertainty are testing my instincts, but I don't know which to trust. Is there some way to know what to do when I can't know what's next?" Her newest work is an answer to this plea. Using her background in adult development, complexity theories, and leadership consultancy, Garvey Berger discerns five pernicious and pervasive "mind traps" to frame the book. These are: the desire for simple stories, our sense that we are right, our desire to get along with others in our group, our fixation with control, and our constant quest to protect and defend our egos. In addition to understanding why these natural impulses steer us wrong in a fast-moving world, leaders will get powerful questions and approaches that help them escape these patterns.

Maximize your leadership impact with the latest insights and research from the field of adaptive leadership In The End of Leadership as We Know It, a team of veteran executive and leadership strategists delivers an expert analysis of the ten most common errors leaders make when attempting to address disruption and concrete strategies for avoiding them. In the book, you’ll find ways to apply the latest research in adaptive leadership and complexity to your own leadership style and achieve the impact you seek to have on your business, your followers, and yourself. The authors explain how to rethink the essence of leadership during times of flux and show you how to deal with unpredictable situations. You’ll also find: Ways to identify the devastating blind spots caused by current approaches to leadership Strategies for unleashing the creativity and potential of employees, rather than controlling them Tough-love feedback for contemporary leaders doing their best to deliver results in an increasingly uncertain and volatile business environment Full of creativity and inspirational energy, The End of Leadership as We Know It will benefit managers, executives, board members, business students and other current and aspiring business leaders.

To stay competitive in today’s market, organizations need to adopt a culture of customer-centric practices that focus on outcomes rather than outputs. Companies that live and die by outputs often fall into the "build trap," cranking out features to meet their schedule rather than the customer’s needs. In this book, Melissa Perri explains how laying the foundation for great product management can help companies solve real customer problems while achieving business goals. By understanding how to communicate and collaborate within a company structure, you can create a product culture that benefits both the business and the customer. You’ll learn product management principles that can be applied to any organization, big or small. In five parts, this book explores: Why organizations ship features rather than cultivate the value those features represent How to set up a product organization that scales How product strategy connects a company’s vision and economic outcomes back to the product activities How to identify and pursue the right opportunities for producing value through an iterative product framework How to build a culture focused on successful outcomes over outputs