This book discusses individual differences in how people react to uncertainty. The authors show that while some people are relatively comfortable dealing with uncertainty and strive to resolve it (uncertainty-oriented), others are more likely to avoid uncertainty, preferring the familiar or the known (certainty-oriented). They go on to examine the implications of an uncertainty orientation for understanding processes of self-knowledge, social cognition and attitude change, achievement, motivation and performance, interpersonal and group processes, and issues relating to physical and psychological health concerns. Research is discussed which links this uncertainty orientation to each of these issues, raising important practical and theoretical questions for each. The book also considers possible implications for people of both orientations of living in times that may be characterized as being uncertain.

This book discusses individual differences in how people react to uncertainty. The authors show that while some people are relatively comfortable dealing with uncertainty and strive to resolve it (uncertainty-oriented), others are more likely to avoid uncertainty, preferring the familiar or the known (certainty-oriented). They go on to examine the implications of an uncertainty orientation for understanding processes of self-knowledge, social cognition and attitude change, achievement, motivation and performance, interpersonal and group processes, and issues relating to physical and psychological health concerns. Research is discussed which links this uncertainty orientation to each of these issues, raising important practical and theoretical questions for each. The book also considers possible implications for people of both orientations of living in times that may be characterized as being uncertain.

An examination of the cognitive tools that the mind uses to grapple with uncertainty in the real world. How do humans navigate uncertainty, continuously making near-effortless decisions and predictions even under conditions of imperfect knowledge, high complexity, and extreme time pressure? Taming Uncertainty argues that the human mind has developed tools to grapple with uncertainty. Unlike much previous scholarship in psychology and economics, this approach is rooted in what is known about what real minds can do. Rather than reducing the human response to uncertainty to an act of juggling probabilities, the authors propose that the human cognitive system has specific tools for dealing with different forms of uncertainty. They identify three types of tools: simple heuristics, tools for information search, and tools for harnessing the wisdom of others. This set of strategies for making predictions, inferences, and decisions constitute the mind's adaptive toolbox. The authors show how these three dimensions of human decision making are integrated and they argue that the toolbox, its cognitive foundation, and the environment are in constant flux and subject to developmental change. They demonstrate that each cognitive tool can be analyzed through the concept of ecological rationality—that is, the fit between specific tools and specific environments. Chapters deal with such specific instances of decision making as food choice architecture, intertemporal choice, financial uncertainty, pedestrian navigation, and adolescent behavior.

Innovation is how businesses stay ahead of the competition and adapt to market conditions that change in unpredictable and uncertain ways. In the first decade of the twenty-first century, high-end cuisine underwent a profound transformation. Once an industry that prioritized consistency and reliability, it turned into one where constant change was a competitive necessity. A top restaurant’s reputation and success have become so closely bound up with its ability to innovate that a new organizational form, the culinary research and development team, has emerged. The best of these R&D teams continually expand the frontiers of food—they invent a constant stream of new dishes, new cooking processes and methods, and even new ways of experiencing food. How do they achieve this nonstop novelty? And what can culinary research and development teach us about how organizations innovate? Vaughn Tan opens up the black box of elite culinary R&D to provide essential insights. Drawing on years of unprecedented access to the best and most influential culinary R&D teams in the world, he reveals how they exemplify what he calls the uncertainty mindset. Such a mindset intentionally incorporates uncertainty into organization design rather than simply trying to reduce risk. It changes how organizations hire, set goals, and motivate team members and leads organizations to work in highly unconventional ways. A revelatory look at the R&D kitchen, The Uncertainty Mindset upends conventional wisdom about how to organize for innovation and offers practical insights for businesses trying to become innovative and adaptable.

Many of us, especially since 9/11, have become personally concerned about issues of security, and this is no surprise. Security is near the top of government and corporate agendas around the globe. Security-related stories appear on the front page everyday. How well though, do any of us truly understand what achieving real security involves? In Beyond Fear, Bruce Schneier invites us to take a critical look at not just the threats to our security, but the ways in which we're encouraged to think about security by law enforcement agencies, businesses of all shapes and sizes, and our national governments and militaries. Schneier believes we all can and should be better security consumers, and that the trade-offs we make in the name of security - in terms of cash outlays, taxes, inconvenience, and diminished freedoms - should be part of an ongoing negotiation in our personal, professional, and civic lives, and the subject of an open and informed national discussion. With a well-deserved reputation for original and sometimes iconoclastic thought, Schneier has a lot to say that is provocative, counter-intuitive, and just plain good sense. He explains in detail, for example, why we need to design security systems that don't just work well, but fail well, and why secrecy on the part of government often undermines security. He also believes, for instance, that national ID cards are an exceptionally bad idea: technically unsound, and even destructive of security. And, contrary to a lot of current nay-sayers, he thinks online shopping is fundamentally safe, and that many of the new airline security measure (though by no means all) are actually quite effective. A skeptic of much that's promised by highly touted technologies like biometrics, Schneier is also a refreshingly positive, problem-solving force in the often self-dramatizing and fear-mongering world of security pundits. Schneier helps the reader to understand the issues at stake, and how to best come to one's own conclusions, including the vast infrastructure we already have in place, and the vaster systems--some useful, others useless or worse--that we're being asked to submit to and pay for. Bruce Schneier is the author of seven books, including Applied Cryptography (which Wired called "the one book the National Security Agency wanted never to be published") and Secrets and Lies (described in Fortune as "startlingly lively...¦[a] jewel box of little surprises you can actually use."). He is also Founder and Chief Technology Officer of Counterpane Internet Security, Inc., and publishes Crypto-Gram, one of the most widely read newsletters in the field of online security.

“Life is short, and the Art so long; the occasion fleeting; experience fallacious; and judgment difficult. The physician must not only be prepared to do what is right himself, but also to make the patient, the attendants, and the externals, cooperate.” –attributed to Hippocrates, c. 400 B.C.E. The award-winning author of How We Die and The Art of Aging, venerated physician Sherwin B. Nuland has now written his most thoughtful and engaging book. The Uncertain Art is a superb collection of essays about the vital mix of expertise, intuition, sound judgment, and pure chance that plays a part in a doctor’s practice and life. Drawing from history, the recent past, and his own life, Nuland weaves a tapestry of compelling stories in which doctors have had to make decisions in the face of uncertainty. Topics include the primitive (and sometimes illegal) procedures doctors once practiced with good intentions, such as grave robbing and prescribing cocaine as an anesthetic (which resulted in a physician becoming America’s first cocaine addict); the curious “cures” for irregularity touted by people from the ancient Egyptians to the cereal titan John Harvey Kellogg and bodybuilder Charles Atlas; and healers grappling with today’s complex moral and ethical quandaries, from cloning to gene therapy to the adoption of Eastern practices like acupuncture. Nuland also recounts his most dramatic experiences in a forty-year medical career: the time he was called out of the audience of a Broadway play to help a man having a heart attack (when no other doctor there would respond), and how he formed a profound friendship with an unforgettable–and doomed–heart patient. Behind these inspiring accounts always lie the mysteries of the human body and human nature, the manner in which the ill can will themselves back to health and the odd and essential interactions between a body’s own healing mechanisms and a doctor’s prescriptions. Riveting and wise, amusing and heartrending, The Uncertain Art is Sherwin Nuland’s best work, gems from a man who has spent his professional life acting in the face of ambiguity and sharing what he has learned.

Jonathan Fields knows the risks-and potential power-of uncertainty. He gave up a six-figure income as a lawyer to make $12 an hour as a personal trainer. Then, married with a 3-month old baby, he signed a lease to launch a yoga center in the heart of New York City. . . the day before 9/11. But he survived, and along the way he developed a fresh approach to transforming uncertainty, risk of loss, and exposure to judgment into catalysts for innovation, creation, and achievement. In business, art, and life, creating on a world-class level demands bold action and leaps of faith in the face of great uncertainty. But that uncertainty can lead to fear, anxiety, paralysis, and destruction. It can gut creativity and stifle innovation. It can keep you from taking the risks necessary to do great work and craft a deeply-rewarding life. And it can bring companies that rely on innovation grinding to a halt. That is, unless you know how to use it to your advantage. Fields draws on leading-edge technology, cognitive science, and ancient awareness-focusing techniques in a fresh, practical, nondogmatic way. His approach enables creativity and productivity on an entirely different level and can turn the once-tortuous journey into a more enjoyable quest.