Service Design is an eminently practical guide to designing services that work for people. It offers powerful insights, methods, and case studies to help you design, implement, and measure multichannel service experiences with greater impact for customers, businesses, and society.

Learn how to develop self-awareness and use it to become more fulfilled, confident, and successful. Most people feel like they know themselves pretty well. But what if you could know yourself just a little bit better—and with this small improvement, get a big payoff…not just in your career, but in your life? Research shows that self-awareness—knowing who we are and how others see us—is the foundation for high performance, smart choices, and lasting relationships. There’s just one problem: most people don’t see themselves quite as clearly as they could. Fortunately, reveals organizational psychologist Tasha Eurich, self-awareness is a surprisingly developable skill. Integrating hundreds of studies with her own research and work in the Fortune 500 world, she shows us what it really takes to better understand ourselves on the inside—and how to get others to tell us the honest truth about how we come across. Through stories of people who have made dramatic gains in self-awareness, she offers surprising secrets, techniques and strategies to help you do the same—and how to use this insight to be more fulfilled, confident, and successful in life and in work. In Insight, you'll learn: • The 7 types of self-knowledge that self-aware people possess. • The 2 biggest invisible roadblocks to self-awareness. • Why approaches like therapy and journaling don't always lead to true insight • How to stop your confidence-killing habits and learn to love who you are. • How to benefit from mindfulness without uttering a single mantra. • Why other people don’t tell you the truth about yourself—and how to find out what they really think. • How to deepen your insight into your passions, gifts, and the blind spots that could be holding you back. • How to hear critical feedback without losing your mojo. • Why the people with the most power can often be the least-self-aware, and how smart leaders avoid this trap. • The 3 building blocks for self-aware teams. • How to deal with delusional bosses, clients, and coworkers.

Growing up the outcast in an infamous family of psychics, Nate Black never learned how to control his empath abilities. Then after five years without contact, his estranged twin turns up dead in New York City. The claim of suicide doesn't ring true, especially when a mysterious vision tells Nate it was murder. Now his long-hated gift is his only tool to investigate. Hitching from his tiny Texas town, Nate is picked up by Trent, a gorgeous engineer who thrives on sarcasm and skepticism. The heat that sparks between them is instant and intense, and Nate ends up trusting Trent with his secrets--something he's never done before. But once they arrive in the city, the secrets multiply when Nate discovers an underground supernatural community, more missing psychics, and frightening information about his own talent. Nate is left questioning his connection with Trent. Are their feelings real, or are they being propelled by abilities Nate didn't realize he had? His fear of his power grows, but Nate must overcome it to find his brother's killer and trust himself with Trent's heart.

“Brilliant...Timely and necessary.” —Financial Times “Especially timely as we struggle to make sense of how it is that individuals and communities persist in holding beliefs that have been thoroughly discredited.” —Darren Frey, Science If reason is what makes us human, why do we behave so irrationally? And if it is so useful, why didn’t it evolve in other animals? This groundbreaking account of the evolution of reason by two renowned cognitive scientists seeks to solve this double enigma. Reason, they argue, helps us justify our beliefs, convince others, and evaluate arguments. It makes it easier to cooperate and communicate and to live together in groups. Provocative, entertaining, and undeniably relevant, The Enigma of Reason will make many reasonable people rethink their beliefs. “Reasonable-seeming people are often totally irrational. Rarely has this insight seemed more relevant...Still, an essential puzzle remains: How did we come to be this way?...Cognitive scientists Hugo Mercier and Dan Sperber [argue that] reason developed not to enable us to solve abstract, logical problems...[but] to resolve the problems posed by living in collaborative groups.” —Elizabeth Kolbert, New Yorker “Turns reason’s weaknesses into strengths, arguing that its supposed flaws are actually design features that work remarkably well.” —Financial Times “The best thing I have read about human reasoning. It is extremely well written, interesting, and very enjoyable to read.” —Gilbert Harman, Princeton University

Mark Sacks presents an innovative study of the nature and scope of objectivity. He argues for a conception of objectivity that draws on the central insight of transcendental idealism, while preserving a non-metaphysical orientation. The first two parts of Objectivity and Insight explore the prospects for objectivity on the standard ontological conception, and find that they are not good. In Part I, under the heading of subject-driven scepticism, Sacks addresses the problem of securing epistemic reach that extends beyond subjective content. In so doing, he considers models of mind proposed by Locke, Hume, Kant, James, and Bergson. Part II, under the heading of world-driven scepticism, discusses the scope for universality of normative structure-a problem which survives even after the assumption of an epistemologically significant breach between subject and object has been rejected. In the third part of the book Sacks introduces an alternative conception of objectivity, and shows that there is good reason to accept it. This conception turns on an insight which is taken to be implicit in transcendental idealism, and responsible for its abiding appeal; but Sacks's articulation of that insight is neither idealist nor metaphysical.

A practical guide to fostering innovative insights and solutions for yourself and your organization—including online skill-building exercises. We have all experienced it: the jolt of an insight arriving like a thunderclap, unexpectedly and without warning. But what if insights could be accessed more reliably? Drawing on years of research, reflection, and experiences with colleagues, friends, and clients, Charles Kiefer and Malcolm Constable present a thorough, pragmatic approach for dependably generating fresh thoughts and perspectives. The Art of Insight features helpful exercises both in the book and online. Readers will develop their own personal approach to cultivating insights, allowing them to solve long-standing problems with confidence and ease. “Creating insights isn't a magical process—this book provides a practical framework for generating insights for yourself and your organization. We've used many of these techniques with our innovation teams and they work.” —Wayne Delker, Chief Innovation Officer and Senior Vice President, The Clorox Company

Insights -- like Darwin's understanding of the way evolution actually works, and Watson and Crick's breakthrough discoveries about the structure of DNA -- can change the world. We also need insights into the everyday things that frustrate and confuse us so that we can more effectively solve problems and get things done. Yet we know very little about when, why, or how insights are formed -- or what blocks them. In Seeing What Others Don't, renowned cognitive psychologist Gary Klein unravels the mystery. Klein is a keen observer of people in their natural settings -- scientists, businesspeople, firefighters, police officers, soldiers, family members, friends, himself -- and uses a marvelous variety of stories to illuminate his research into what insights are and how they happen. What, for example, enabled Harry Markopolos to put the finger on Bernie Madoff? How did Dr. Michael Gottlieb make the connections between different patients that allowed him to publish the first announcement of the AIDS epidemic? What did Admiral Yamamoto see (and what did the Americans miss) in a 1940 British attack on the Italian fleet that enabled him to develop the strategy of attack at Pearl Harbor? How did a "smokejumper" see that setting another fire would save his life, while those who ignored his insight perished? How did Martin Chalfie come up with a million-dollar idea (and a Nobel Prize) for a natural flashlight that enabled researchers to look inside living organisms to watch biological processes in action? Klein also dissects impediments to insight, such as when organizations claim to value employee creativity and to encourage breakthroughs but in reality block disruptive ideas and prioritize avoidance of mistakes. Or when information technology systems are "dumb by design" and block potential discoveries. Both scientifically sophisticated and fun to read, Seeing What Others Don't shows that insight is not just a "eureka!" moment but a whole new way of understanding.