In this inspiring book of personal insight and sound advice, veteran scientist Carl J. Sindermann gives an insider's look at the competitive world of science and reveals the best strategies for attaining prominence and success. Taking apart the many different roles scientists must play during their careers, Sindermann compares common mistakes scientists make with what the best strategists do-whether they are publishing papers, presenting data, chairing meetings, or coping with government or academic bureaucracy. In the end, he maintains, well-honed interpersonal skills, a savvy eye on one's competitors, and excellent science are the keys to a satisfying and successful career.

The interpersonal strategies that surround the act of doing good science--hereafter referred to as scientific game play ing-have received some published attention, and many of the game rules are almost axiomatic among successful prac titioners of science. There is a need, however, to review pe riodically what we know and what we think we know about the art, and to add new insights that become available. This book is a response to that need; it has been written for science practitioners and grandstanders of the 1980s, drawing on in Sights and perceptions gained from victories and defeats of the 1970s. It seems especially important that the strategies and rules of scientific game playing be reviewed critically as we move into the decade of the 1980s, since many of those rules have changed during the 1970s--in fact each recent decade has seen significant changes. The 1950s were expansionist, when sci entific jobs were relatively easy to find, when faculties were expanding, when students were plentiful, and when federal grants were readily available. The 1960s began as a period of stabilization, and then became one of unrest and reexami nation of purpose. The climate was still good; students were v vi PREFACE still abundant, but there was less growth in faculty size, and federal grants reached a plateau. In the 1970s the student population started to decline, and federal funding for research began to dry up.

How to succeed in an era of ecosystem-based disruption: strategies and tools for offense, defense, timing, and leadership in a changing competitive landscape. The basis of competition is changing. Are you prepared? Rivalry is shifting from well-defined industries to broader ecosystems: automobiles to mobility platforms; banking to fintech; television broadcasting to video streaming. Your competitors are coming from new directions and pursuing different goals from those of your familiar rivals. In this world, succeeding with the old rules can mean losing the new game. Winning the Right Game introduces the concepts, tools, and frameworks necessary to confront the threat of ecosystem disruption and to develop the strategies that will let your organization play ecosystem offense. To succeed in this world, you need to change your perspective on competition, growth, and leadership. In this book, strategy expert Ron Adner offers a new way of thinking, illustrating breakthrough ideas with compelling cases. How did a strategy of ecosystem defense save Wayfair and Spotify from being crushed by giants Amazon and Apple? How did Oprah Winfrey redraw industry boundaries to transition from television host to multimedia mogul? How did a shift to an alignment mindset enable Microsoft's cloud-based revival? Each was rooted in a new approach to competitors, partners, and timing that you can apply to your own organization. For today's leaders the difference between success and failure is no longer simply winning, but rather being sure that you are winning the right game.

Explains how companies must pinpoint business strategies to a few critically important choices, identifying common blunders while outlining simple exercises and questions that can guide day-to-day and long-term decisions.

An impassioned look at games and game design that offers the most ambitious framework for understanding them to date. As pop culture, games are as important as film or television—but game design has yet to develop a theoretical framework or critical vocabulary. In Rules of Play Katie Salen and Eric Zimmerman present a much-needed primer for this emerging field. They offer a unified model for looking at all kinds of games, from board games and sports to computer and video games. As active participants in game culture, the authors have written Rules of Play as a catalyst for innovation, filled with new concepts, strategies, and methodologies for creating and understanding games. Building an aesthetics of interactive systems, Salen and Zimmerman define core concepts like "play," "design," and "interactivity." They look at games through a series of eighteen "game design schemas," or conceptual frameworks, including games as systems of emergence and information, as contexts for social play, as a storytelling medium, and as sites of cultural resistance. Written for game scholars, game developers, and interactive designers, Rules of Play is a textbook, reference book, and theoretical guide. It is the first comprehensive attempt to establish a solid theoretical framework for the emerging discipline of game design.

"An elegant and amusing account" of how gambling has been reshaped by the application of science and revealed the truth behind a lucky bet (Wall Street Journal). For the past 500 years, gamblers-led by mathematicians and scientists-have been trying to figure out how to pull the rug out from under Lady Luck. In The Perfect Bet, mathematician and award-winning writer Adam Kucharski tells the astonishing story of how the experts have succeeded, revolutionizing mathematics and science in the process. The house can seem unbeatable. Kucharski shows us just why it isn't. Even better, he demonstrates how the search for the perfect bet has been crucial for the scientific pursuit of a better world.

Universities across the US have committed to a process of neoliberalization that is radically altering higher education: academia is increasingly being run like a business. As a result, the university is becoming less and less a place of wonder, self-cultivation and thinking and instead is becoming more and more a place to specialize, strategize, produce and profit. Students race through coursework to bolster job prospects while facing massive debt. Faculty scramble for the biggest grants and angle for the most prestigious journals. Sink or swim, publish or perish, triumph and win: there is no longer time to think and to wonder. This undermines the opportunity for students to develop into good citizens that can truly think critically and judge carefully. Thinking and judgment are, according to the philosopher Hannah Arendt, the only things that can save us if the powerful machines of science or capitalism begin to work in ways they should not. Arendt saw Nazi Germany use the newest science and the best economic management to systematically kill six million Jews. She saw the disturbing inability of the populace and the intellectuals to capably resist the Nazi machine once it got rolling. Applying Arendt’s insights to modern academia, Pack argues that unless checked, neoliberalization threatens to turn the university into a place that discourages thinking and the development of judgment in favor of hyper-specialization and strategic action.