Empathy isn't about being touchy-feely. It's the ability to step outside of yourself and see the world as other people do. Empathy helps to make good leaders into great ones: they see new opportunities faster than their competitors, have the courage to take a risk on something new, and have the gut-level intuition that they need to make the right decisions when the path ahead is unclear. Fostering empathy in an entire organization, however, is much harder. The thousands of people that make up a large company inevitably accumulate implicit experiences, feelings, and insights about people that affect the way that each of them makes decisions. But that does not, however, create an organization that has a collective, widespread sense of empathy. This book explains how companies can challenge themselves to meet their customers more than halfway. The author's original approach walks helps readers shift their thinking and their companies' thinking beyond the borders of the organization. The author begins by having the reader explore their own mental models and maps; explores how size and distance have disconnected companies from their true customers; shows how we are wired to care in our brains; and provides a way for companies to drive growth by understanding this truth about their customers: We are them, and they are us.

In this essential and illuminating book, top business strategist Dev Patnaik tells the story of how organizations of all kinds prosper when they tap into a power each of us already has: empathy, the ability to reach outside of ourselves and connect with other people. When people inside a company develop a shared sense of what’s going on in the world, they see new opportunities faster than their competitors. They have the courage to take a risk on something new. And they have the gut-level certitude to stick with an idea that doesn’t take off right away. People are "Wired to Care," and many of the world’s best organizations are, too. In pursuit of this idea, Patnaik takes readers inside big companies like IBM, Target, and Intel to see widespread empathy in action. But he also goes to farmers' markets and a conference on world religions. He dives deep into the catacombs of the human brain to find the biological sources of empathy. And he spends time on both sides of the political aisle, with James Carville, the Ragin’ Cajun, and John McCain, a national hero, to show how empathy can give you the acuity to cut through a morass of contradictory information. Wired to Care is a compelling tale of the power that people have to see the world through each other’s eyes, told with passion for the possibilities that lie ahead if leaders learn to stop worrying about their own problems and start caring about the world around them. As Patnaik notes, in addition to its considerable economic benefits, increasing empathy for the people you serve can have a personal impact, as well: It just might help you to have a better day at work.

For over fifty years, Needfinding has been one of the core classes in the design program at Stanford University. Its premise is that by studying the world around us, we can get a better understanding of what people need, and use those insights to create meaningful new products and services. Needfinding draws upon theory and methods from anthropology, psychology, engineering and design planning to better equip aspiring design researchers. Much of the class involves hands on learning and project work. This book acts as the primary reference for methods taught in the class. It's now available to students and non-students alike.

Executives often know little about the people who buy their companies' products and services. This is not surprising. To study people, you must care about them. However, most companies eliminate empathy from their operations. In essence, they proceed as if they have calculating, survival-bent reptile brains. Profits drive everything. This is an odd disconnect because corporate livelihoods depend on people - not lizards - and people's brains are hardwired to be empathetic. Dev Patnaik (writing with Peter Mortensen) shows why firms that connect empathetically with their customers do better financially. He insists today's cold-hearted, bottom-line business world has room for caring companies, and he points to IBM, Nike and Harley-Davidson as examples. The fact that empathy is also a strong business strategy is icing on the cake. getAbstract suggests this fine book to CEOs, marketing officers and other executives who want to build their business by acting on their respect for their customers. As Patnaik explains on his blog, "Empathy isn't about having a visionary leader. It's about making customer information an easy, everyday and experiential part of working at your company."

National Book Award Finalist: “This man’s ideas may be the most influential, not to say controversial, of the second half of the twentieth century.”—Columbus Dispatch At the heart of this classic, seminal book is Julian Jaynes's still-controversial thesis that human consciousness did not begin far back in animal evolution but instead is a learned process that came about only three thousand years ago and is still developing. The implications of this revolutionary scientific paradigm extend into virtually every aspect of our psychology, our history and culture, our religion—and indeed our future. “Don’t be put off by the academic title of Julian Jaynes’s The Origin of Consciousness in the Breakdown of the Bicameral Mind. Its prose is always lucid and often lyrical…he unfolds his case with the utmost intellectual rigor.”—The New York Times “When Julian Jaynes . . . speculates that until late in the twentieth millennium BC men had no consciousness but were automatically obeying the voices of the gods, we are astounded but compelled to follow this remarkable thesis.”—John Updike, The New Yorker “He is as startling as Freud was in The Interpretation of Dreams, and Jaynes is equally as adept at forcing a new view of known human behavior.”—American Journal of Psychiatry