In this comprehensive and entertaining resource, David Macaulay reveals the inner workings of the human body as only he could. In order to present this complicated subject in an accurate and entertaining way, he put in years of research. He sat in on anatomy classes, dissections, and even reached inside the rib cages of two cadavers to compare their spleen sizes. He observed numerous surgeries, including a ten-hour procedure where a diseased pancreas was removed, as well as one where a worn-out old knee was replaced by a brand new one. This hands-on investigation gives Macaulay a unique perspective to lead his readers on a visual journey through the workings of the human body. The seven sections within the book take us from the cells that form our foundation to the individual systems they build. Each beautifully illustrated spread details different aspects of our complex structure, explaining the function of each and offering up-close glimpses, unique cross-sections and perspectives, and even a little humor along the way. This one-of-a-kind book can serve as a reference for children, families, teachers, and anyone who has questions about how his or her body works. When readers see how David Macaulay builds a body and explains the way it works, they will come away with a new appreciation of the amazing world inside them.

An eye-opening, groundbreaking tour of the purpose of work in our lives, showing how work operates in our culture and how you can find your own path to happiness in the workplace. Why do we work? The question seems so simple. But Professor Barry Schwartz proves that the answer is surprising, complex, and urgent. We’ve long been taught that the reason we work is primarily for a paycheck. In fact, we’ve shaped much of the infrastructure of our society to accommodate this belief. Then why are so many people dissatisfied with their work, despite healthy compensation? And why do so many people find immense fulfillment and satisfaction through “menial” jobs? Schwartz explores why so many believe that the goal for working should be to earn money, how we arrived to believe that paying workers more leads to better work, and why this has made our society confused, unhappy, and has established a dangerously misguided system. Through fascinating studies and compelling anecdotes, this book dispels this myth. Schwartz takes us through hospitals and hair salons, auto plants and boardrooms, showing workers in all walks of life, showcasing the trends and patterns that lead to happiness in the workplace. Ultimately, Schwartz proves that the root of what drives us to do good work can rarely be incentivized, and that the cause of bad work is often an attempt to do just that. How did we get to this tangled place? How do we change the way we work? With great insight and wisdom, Schwartz shows us how to take our first steps toward understanding, and empowering us all to find great work.

“This is the management book of the year. Clear, powerful and urgent, it's a must read for anyone who cares about where they work and how they work.” —Seth Godin, author of This is Marketing “This book is a breath of fresh air. Read it now, and make sure your boss does too.” —Adam Grant, New York Times bestselling author of Give and Take, Originals, and Option B with Sheryl Sandberg When fast-scaling startups and global organizations get stuck, they call Aaron Dignan. In this book, he reveals his proven approach for eliminating red tape, dissolving bureaucracy, and doing the best work of your life. He’s found that nearly everyone, from Wall Street to Silicon Valley, points to the same frustrations: lack of trust, bottlenecks in decision making, siloed functions and teams, meeting and email overload, tiresome budgeting, short-term thinking, and more. Is there any hope for a solution? Haven’t countless business gurus promised the answer, yet changed almost nothing about the way we work? That’s because we fail to recognize that organizations aren’t machines to be predicted and controlled. They’re complex human systems full of potential waiting to be released. Dignan says you can’t fix a team, department, or organization by tinkering around the edges. Over the years, he has helped his clients completely reinvent their operating systems—the fundamental principles and practices that shape their culture—with extraordinary success. Imagine a bank that abandoned traditional budgeting, only to outperform its competition for decades. An appliance manufacturer that divided itself into 2,000 autonomous teams, resulting not in chaos but rapid growth. A healthcare provider with an HQ of just 50 people supporting over 14,000 people in the field—that is named the “best place to work” year after year. And even a team that saved $3 million per year by cancelling one monthly meeting. Their stories may sound improbable, but in Brave New Work you’ll learn exactly how they and other organizations are inventing a smarter, healthier, and more effective way to work. Not through top down mandates, but through a groundswell of autonomy, trust, and transparency. Whether you lead a team of ten or ten thousand, improving your operating system is the single most powerful thing you can do. The only question is, are you ready?

In this comprehensive and entertaining resource, multi award-winner David Macaulay reveals the inner workings of the human body as only he can. This one-of-a-kind book takes readers on a visual journey through the human body. With his trademark humor, Macaulay builds a body and explains how it works.

Why is the gap so great between our hopes, our intentions, even ourdecisions-and what we are actually able to bring about? Even whenwe are able to make important changes-in our own lives or thegroups we lead at work-why are the changes are so frequentlyshort-lived and we are soon back to business as usual? What can wedo to transform this troubling reality? In this intensely practical book, Harvard psychologists RobertKegan and Lisa Laskow Lahey take us on a carefully guided journeydesigned to help us answer these very questions. And not justgenerally, or in the abstract. They help each of us arrive at ourown particular answers that can solve the puzzling gap between whatwe intend and what we are able to accomplish. How the Way WeTalk Can Change the Way We Work provides you with the tools tocreate a powerful new build-it-yourself mental technology.

A New York Times Bestseller Explainer-in-Chief David Macaulay updates the worldwide bestseller The New Way Things Work to capture the latest developments in the technology that most impacts our lives. Famously packed with information on the inner workings of everything from windmills to Wi-Fi, this extraordinary and humorous book both guides readers through the fundamental principles of machines, and shows how the developments of the past are building the world of tomorrow. This sweepingly revised edition embraces all of the latest developments, from touchscreens to 3D printer. Each scientific principle is brilliantly explained--with the help of a charming, if rather slow-witted, woolly mammoth. An illustrated survey of significant inventions closes the book, along with a glossary of technical terms, and an index. What possible link could there be between zippers and plows, dentist drills and windmills? Parking meters and meat grinders, jumbo jets and jackhammers, remote control and rockets, electric guitars and egg beaters? Macaulay explains them all.

How many problems at work arise from the way in which jobs are set up? Either people don't have a clear understanding of their duties and responsibilities, spending time and energy disentangling them from those of their co-workers or they are hemmed in by job specifications that allow no room for movement and initiative. An alternative system is needed, where jobs can grow and develop: where communication about the work can flow up as easily as down. Dr Belbin describes a radical approach incorporating colour-coding and information technology derived from experiments now being undertaken in three countries. Workset is a new means of delivering greater efficiency in a dynamic process that equally involves managers and jobholders. Dr R. Meredith Belbin, regarded as the father of team-role theory for his widely-read Management Teams: Why they succeed or fail and its successor Team Roles at Work, obtained his first and higher degree at Cambridge University. Later, in a research, lecturing or consulting capacity, he has visited and worked in many countries. In 1988 he founded Belbin Associates which produces Interplace, a computer-based Human Resource Management System, now used world-wide.