Business revolves around making decisions, often riskydecisions, usually with incomplete information and too often inless time than we need. Executives at every level, in everyindustry, are confronted with information overload, less leeway formistakes, and a business environment that changes rapidly. In lightof this increased pressure and volatility, the old-fashioned waysof making decisions–depending on intuition, common sense, andspecialized expertise–are simply no longer sufficient. Distillingover thirty years of groundbreaking research, WinningDecisions , written by two seasoned business advisers and worldleaders in behavioral decision studies, is a comprehensive,one-of-a-kind guide to the proven methods of making criticalbusiness decisions confidently, quickly–and correctly. Decision-making is a business skill which managers often take forgranted in themselves and others–but it's not as easy as some mightthink. The authors, whose expertise has been sought out by over ahundred companies, includi

"Life After College" is an essential manual for everygraduating student and young professional. It features practical,actionable advice that helps people focus on the BIG picture oftheir lives, not just the details. "Life After College" will leaveyou feeling inspired, confident and ready to take action towardcreating the life you really want. In "Life After College" Twitter meets "What Color is YourParachute" for 20-somethings. Written by popular blogger and lifecoach Jenny Blake, "Life After College" provides tips,inspirational quotes and coaching exercises for every area of lifeincluding: Work, Money, Home, Organization, Friends Family,Dating Relationships, Health, Fun Relaxation, andPersonal Growth. The book is like having a portable life coach byyour side -- it is a "one stop shop" that is part journal, partmotivator, and part guidebook. "Life After College" is a powerfullife-planning tool that no twenty-something will want to bewithout!

All the big ideas, simply explained - an innovative and accessible guide to economics Bring economics to life with The Economics Book, an essential guide to more that 100 of the big ideas in economic theory and practice covering everything from ancient theories right up to cutting-edge modern developments. From Aristotle to John Maynard Keynes and beyond, all the greatest economists and their theories are featured and the innovative graphics, step-by-step summaries and mind maps help clarify hard-to-grasp concepts. The Economics Book is perfect for economic students and anyone who has an interest in how economies work.

In this remarkable New York Times bestseller, Joel Osteenoffers unique insights and encouragement that will help readersovercome every obstacle in their lives.

Michael Goldhaber, writing in Wired, said, "If there isnothing very special about your work, no matter how hard you applyyourself you won't get noticed and that increasingly means youwon't get paid much either. In times past you could be obscure yetsecure -- now that's much harder." Again: the white collar job as now configured is doomed. Soon.("Downsizing" in the nineties will look like small change.) Sowhat's the trick? There's only one: distinction. Or as we call it,turning yourself into a brand . . . Brand You. A brand is nothing more than a sign of distinction. Right? Nike.Starbucks. Martha Stewart. The point (again): that's not the waywe've thought about white collar workers--ourselves--over the pastcentury. The "bureaucrat" on the finance staff is de factofaceless, plugging away, passing papers. But now, in our view, she is born again, transformed frombureaucrat to the new star. She works in a professional servicefirm and works on projects that she'll be able to brag about yearsfrom now. I call

A compelling vision. Bold leadership. Decisive action.Unfortunately, these prerequisites of success are almost always theingredients of failure, too. In fact, most managers seeking tomaximize their chances for glory are often unwittingly settingthemselves up for ruin. The sad truth is that most companies haveleft their futures almost entirely to chance, and don’t evenrealize it. The reason? Managers feel they must make choices withfar-reaching consequences today, but must base those choices onassumptions about a future they cannot predict. It is thiscollision between commitment and uncertainty that creates THESTRATEGY PARADOX. This paradox sets up a ubiquitous but little-understood tradeoff.Because managers feel they must base their strategies onassumptions about an unknown future, the more ambitious of themhope their guesses will be right – or that they can somehow adaptto the turbulence that will arise. In fact, only a small number oflucky daredevils prosper, while many more unfortunate, bu