The aim of Thinking through Error: The Moving Target of Knowledge is to describe knowledge as it works in our everyday attitude and behavior. Often in life, when making decisions and choices, we do not need to test the truth of our beliefs, so there must be another way to guide ourselves. With this in mind, Antomarini presents 'thinking through error' instead of 'excluding error'. That is, we act through a slow process of guess-work, followed by quick gestures. By using our own uncertainty and our exploratory abilities, we face unpredictable situations and at the same time we acknowledge the constant presence of error in our thinking. Every decision we make continuously determines and replaces an entire universe within which that decision is plausible. Our everyday knowledge is a balance between a feeling of the truth and its negation.

The aim of Thinking through Error: The Moving Target of Knowledge is to describe knowledge as it works in our everyday attitude and behavior. Often in life, when making decisions and choices, we do not need to test the truth of our beliefs, so there must be another way to guide ourselves. With this in mind, Antomarini presents ‘thinking through error’ instead of ‘excluding error’. That is, we act through a slow process of guess-work, followed by quick gestures. By using our own uncertainty and our exploratory abilities, we face unpredictable situations and at the same time we acknowledge the constant presence of error in our thinking. Every decision we make continuously determines and replaces an entire universe within which that decision is plausible. Our everyday knowledge is a balance between a feeling of the truth and its negation.

Simply put, Thinking Through Statistics is a primer on how to maintain rigorous data standards in social science work, and one that makes a strong case for revising the way that we try to use statistics to support our theories. But don’t let that daunt you. With clever examples and witty takeaways, John Levi Martin proves himself to be a most affable tour guide through these scholarly waters. Martin argues that the task of social statistics isn't to estimate parameters, but to reject false theory. He illustrates common pitfalls that can keep researchers from doing just that using a combination of visualizations, re-analyses, and simulations. Thinking Through Statistics gives social science practitioners accessible insight into troves of wisdom that would normally have to be earned through arduous trial and error, and it does so with a lighthearted approach that ensures this field guide is anything but stodgy.

Business book

*Major New York Times Bestseller *More than 2.6 million copies sold *One of The New York Times Book Review's ten best books of the year *Selected by The Wall Street Journal as one of the best nonfiction books of the year *Presidential Medal of Freedom Recipient *Daniel Kahneman's work with Amos Tversky is the subject of Michael Lewis's best-selling The Undoing Project: A Friendship That Changed Our Minds In his mega bestseller, Thinking, Fast and Slow, Daniel Kahneman, world-famous psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. The impact of overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the profound effect of cognitive biases on everything from playing the stock market to planning our next vacation—each of these can be understood only by knowing how the two systems shape our judgments and decisions. Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives—and how we can use different techniques to guard against the mental glitches that often get us into trouble. Topping bestseller lists for almost ten years, Thinking, Fast and Slow is a contemporary classic, an essential book that has changed the lives of millions of readers.

Praised for its teachability, Thinking Through Communication provides an excellent, balanced introduction to basic theories and principles of communication, making sense of a complex field through a variety of approaches. In an organized and coherent manner, Thinking Through Communication covers a full range of topics- from the history of communication study to the methods used by current communication scholars to understand human interaction. The text explores communication in a variety of traditional contexts: interpersonal, group, organizational, public, intercultural, computer-mediated communication and the mass media. This edition also offers new insights into public speaking and listening. This text can be used successfully in both theory- and skills-based courses. Written in a clear, lively style, Trenholm's overall approach-including her use of examples and interesting illustrations-helps both majors and non-majors alike develop a better understanding of communication as a field of study and an appreciation for ways in which communication impacts their daily lives.

Nobody wants to fail. But in highly complex organizations, success can happen only when we confront our mistakes, learn from our own version of a black box, and create a climate where it’s safe to fail. We all have to endure failure from time to time, whether it’s underperforming at a job interview, flunking an exam, or losing a pickup basketball game. But for people working in safety-critical industries, getting it wrong can have deadly consequences. Consider the shocking fact that preventable medical error is the third-biggest killer in the United States, causing more than 400,000 deaths every year. More people die from mistakes made by doctors and hospitals than from traffic accidents. And most of those mistakes are never made public, because of malpractice settlements with nondisclosure clauses. For a dramatically different approach to failure, look at aviation. Every passenger aircraft in the world is equipped with an almost indestructible black box. Whenever there’s any sort of mishap, major or minor, the box is opened, the data is analyzed, and experts figure out exactly what went wrong. Then the facts are published and procedures are changed, so that the same mistakes won’t happen again. By applying this method in recent decades, the industry has created an astonishingly good safety record. Few of us put lives at risk in our daily work as surgeons and pilots do, but we all have a strong interest in avoiding predictable and preventable errors. So why don’t we all embrace the aviation approach to failure rather than the health-care approach? As Matthew Syed shows in this eye-opening book, the answer is rooted in human psychology and organizational culture. Syed argues that the most important determinant of success in any field is an acknowledgment of failure and a willingness to engage with it. Yet most of us are stuck in a relationship with failure that impedes progress, halts innovation, and damages our careers and personal lives. We rarely acknowledge or learn from failure—even though we often claim the opposite. We think we have 20/20 hindsight, but our vision is usually fuzzy. Syed draws on a wide range of sources—from anthropology and psychology to history and complexity theory—to explore the subtle but predictable patterns of human error and our defensive responses to error. He also shares fascinating stories of individuals and organizations that have successfully embraced a black box approach to improvement, such as David Beckham, the Mercedes F1 team, and Dropbox.