Here are 100 books that Administrative Behavior fans have personally recommended if you like
Administrative Behavior.
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As a child, I often wondered why people behave as they do, think and believe in certain ways, and/or rationalize away their behavior, ranging from the criminal to the bizarre. I have researched and studied the mind for nearly fifty years now. I have written or co-authored more than twenty books on the subject.
My new book, Mind Training, co-authored with my wife and student of over thirty years, is the culmination of everything we’ve learned. In reality, it's a story that crosses over many disciplines, cites over 200 studies, offers multiple tools for empowerment in every chapter, and does so in the personable and friendly manner that my co-author is so very good at doing.
Daniel Kahneman’s book is a must read for all who desire to understand their mind/brains and thereby maximize the use of the mind’s power over our lives.
In clear language, Daniel Kahneman illustrated the heuristic shortcuts that often limit our understanding and predispose our actions. We all hold onto outdated psychological mechanisms that create self-imposed limitations, and in doing so, we can find ourselves living out self-limiting lives.
Kahneman does an excellent job at showing us how we think we understand what we really don’t. His transparent and careful treatment of his subject has the potential to change how we think, not just about thinking, but about how we live our lives.
The phenomenal international bestseller - 2 million copies sold - that will change the way you make decisions
'A lifetime's worth of wisdom' Steven D. Levitt, co-author of Freakonomics 'There have been many good books on human rationality and irrationality, but only one masterpiece. That masterpiece is Thinking, Fast and Slow' Financial Times
Why is there more chance we'll believe something if it's in a bold type face? Why are judges more likely to deny parole before lunch? Why do we assume a good-looking person will be more competent? The answer lies in the two ways we make choices: fast,…
It is April 1st, 2038. Day 60 of China's blockade of the rebel island of Taiwan.
The US government has agreed to provide Taiwan with a weapons system so advanced that it can disrupt the balance of power in the region. But what pilot would be crazy enough to run…
When I was younger, I got into a lot of trouble. Many good-hearted people helped me. In part, this inspired me to become a clinical psychologist. When I was in graduate school at Harvard, I became disillusioned with clinical psychology and inspired to figure out why people are motivated to help others. During this process, a lecturer from the Biology Department, Robert Trivers, approached me and we exchanged drafts of papers we were writing. Trivers’ ideas caused me to see altruism and morality in an entirely different, and much more valid, way. In Survival of the Virtuous I demonstrate how psychological findings on altruism and morality can be gainfully interpreted from an evolutionary perspective.
As a psychologist, I marveled at the integration of ideas from psychology and evolutionary biology (with some philosophy thrown in) about the evolution of morality presented by the biologist D.S. Wilson and the philosopher Elliott Sober. Unto Others is a bold book that challenges the pervasive position in biology that moral traits cannot evolve through group selection. Using examples from several species, these authors explain how competitions in which altruistic groups defeat selfish groups can select for altruistic traits even though selfish individuals within these groups fare better than altruistic individuals.
I admired the courage of these authors to go against the grain and withstand the vilification that their iconoclastic ideas evoked.
No matter what we do, however kind or generous our deeds may seem, a hidden motive of selfishness lurks--or so science has claimed for years. This book, whose publication promises to be a major scientific event, tells us differently. In Unto Others philosopher Elliott Sober and biologist David Sloan Wilson demonstrate once and for all that unselfish behavior is in fact an important feature of both biological and human nature. Their book provides a panoramic view of altruism throughout the animal kingdom--from self-sacrificing parasites to insects that subsume themselves in the superorganism of a colony to the human capacity for…
At the very beginning of my studies, I asked myself a question that still accompanies me today: “Why are some people successful and others not?” I've always been interested in people who are successful through their own efforts instead of building on the success of previous generations through their heritage. In my search for what distinguishes successful from less successful people, I began to read a variety of relevant books and attend seminars. These books and seminars dealt with the topics of success, personality development, marketing and sales, rhetoric, psychology, and management as well as self-management and personal productivity. To date, I've read several hundred books on these topics and attended a number of seminars.
Reflection and reason are overrated, according to renowned psychologist Gerd Gigerenzer.
Much better qualified to help us make decisions is the cognitive, emotional, and social repertoire we call intuition, a suite of gut feelings that have evolved over the millennia specifically for making decisions.
Gladwell drew heavily on Gigerenzer's research. But Gigerenzer goes a step further by explaining just why our gut instincts are so often right.
I have heard Gerd Gigerenzer lecture and read several of his books. If you want to use your gut feeling and your mind, this book tells you how.
Why is split second decision-making superior to deliberation? Gut Feelings delivers the science behind Malcolm Gladwell's Blink.
Reflection and reason are overrated, according to renowned psychologist Gerd Gigerenzer. Much better qualified to help us make decisions is the cognitive, emotional, and social repertoire we call intuition, a suite of gut feelings that have evolved over the millennia specifically for making decisions. Gladwell drew heavily on Gigerenzer's research. But Gigerenzer goes a step further by explaining just why our gut instincts are so often right. Intuition, it seems, is not some sort of mystical chemical reaction but a neurologically based behavior…
The Year Mrs. Cooper Got Out More
by
Meredith Marple,
The coastal tourist town of Great Wharf, Maine, boasts a crime rate so low you might suspect someone’s lying.
Nevertheless, jobless empty nester Mallory Cooper has become increasingly reclusive and fearful. Careful to keep the red wine handy and loath to leave the house, Mallory misses her happier self—and so…
I am Professor of Experimental Economics at the University of Auckland where my work lies at the interface of economics and psychology. In a discipline (and a world) that tends to emphasize human self-interest, I have always been interested in our willingness to engage in unselfish behavior. Incentivized decision-making experiments with human participants where payments depend on the nature of their decisions are a powerful way of analyzing behavior. Are people willing to put their money where their mouth is? My background running experiments made me well-positioned to study some of these questions; a lot of them in collaboration with other social scientists including psychologists and political scientists.
I am tempted to say: Because Frank is a delightful writer and leave it at that.
This book reiterates similar themes in discussing how a variety of supposedly non-economic factors affect economic decisions.
In this book Frank discusses how noble human tendencies (moral sentiments) may have not only survived the pressures of the material world, but actually have been nurtured by them. The title is a play on the David Hume quote that “Reason is, and ought to be the slave of the passions, and can never pretend to any other office than to serve and obey them.”
To those interested, I also recommend any of Frank’s other books including Choosing the Right Pond, The Winner Take All Society, and The Darwin Economy.
The idea rests on a simple paradox, namely, that in many situations the conscious pursuit of self-interest is incompatible with its attainment. We are all comfortable with the notion that someone who strives to be spontaneous can never succeed. So too, on brief reflection, will it become apparent that someone who always pursues self-interest is doomed to fail.
As a consultant, author, and researcher, for several years I have been very passionate about the study of companies that are very successful in the marketplace, but that are also human-oriented. In other words, I am very interested in companies that are profitable, but at the same time, are kind, compassionate, and caring with their main stakeholders. I like that these companies continually aim to foster robust long-term relationships with these stakeholders, and look for win-win agreements with them. What I love about these companies is that they focus on the quantitative aspects of business (e.g., profitability, growth, etc.) but also in its qualitative aspects (empathy, support, gratitude, generosity, etc.).
I really like this book because it provides the reader with very actionable ways to develop a more human-oriented workplace. I found interesting the way this book thoroughly dissects relevant themes related to the work environment, such as: the importance of an authentic voice, employee wellness, the significance of sustainable actions, and the value of giving back, among others. It is very useful that this book includes several examples of companies to illustrate these topics. I found it valuable that each relevant theme discussed in this book is accompanied by a human action plan, with very practical suggestions.
The secret to business success? Get REAL and be HUMAN!
As human beings, we are built to connect and form relationships. So, it should be no surprise that relationships must also translate into the workplace, where we spend most of our time! Companies that recognize this will retain the most productive, creative, and loyal employees, and invariably seize the competitive edge.
The most successful leaders are those who actively form quality relationships with their employees, who honor fundamental human qualities-authenticity, openness, and basic politeness-and apply them day in and day out. Paying attention and genuinely caring about the effects people…
The four authors who worked on this publication all bring different perspectives and have different backgrounds, which make this book very special. A City Manager, an artist/historian, an individual with a Ph.D. in Public Affairs, and is an Executive Director of a Non-Profit Organization, and then myself who has worked in municipalities since age 11 and then transitioned to higher education as an administrator, instructor, and researcher. We all were able to bring together our experiences, expertise, and passion to create a book that is designed to be a useful resource for both practitioners and scholars alike. Most of all, we all feel very passionate about making the places we live better for everyone.
Understanding organizational behavior is critical in the city planning process both for scholars and practitioners.
Vasu does an excellent job in describing the different theories contending with organizational behavior. I actually use this book in my organizational behavior courses I teach at both the undergraduate and graduate levels in Public Affairs.
Organizational Behavior and Public Management reveals how organizational behavior enables managers to direct resources that advance the programs and policies of public and government. This edition offers a public sector perspective of core topics, such as communication, decision-making, leadership, management ethics, motivation, organizational change, participation and performance appraisal. Contemporary Psychology called this book "skillful and comprehensive...There is a need for a text like this...the device of juxtaposing theory and application is a sound one." The authors discuss such topics as communication, decision making, worker participation and total quality management, organizational change, management systems, information, computers and organization theory in public…
Don’t mess with the hothead—or he might just mess with you. Slater Ibáñez is only interested in two kinds of guys: the ones he wants to punch, and the ones he sleeps with. Things get interesting when they start to overlap. A freelance investigator, Slater trolls the dark side of…
I’ve always wondered why meetings are so terrible. And, why we spend so much awful time in them. So, in my graduate studies, I decided to try to figure that out. What makes meetings good and what makes meetings bad? Then, over the course of a couple decades, I wrote what constituted about 25% of all the science on the topic of workplace meetings. It may be self-proclaimed, but I am the Meeting Doctor. Just like you go to a physician for an illness, I’m who people go to when their meetings are sick and need a cure!
Do you use a webcam and a microphone to communicate with other people? Chances are you do and chances are you do it all the time! If that’s the case, this is an extremely important book for you, and anyone who meets with people via zoom, teams, google groups, or any number of other virtual meeting platforms. The On-Camera Coach is all about how to lead in a world that relies so heavily on communicating through video. It talks about how to enable presence, how to manage one’s “production value,” and how to inspire others using best practices in these virtual and now hybrid settings. I strongly recommend this read for sure!
The invaluable handbook for acing your on-camera appearance On-Camera Coach is your personal coach for becoming great on camera. From Skype interviews and virtual conferences to shareholder presentations and television appearances, this book shows you how to master the art of on-camera presentation to deliver your message clearly, effectively, and with confidence. Fear of public speaking is common, but even the most seasoned speakers freeze in front of a single lens being on camera demands an entirely new set of skills above and beyond the usual presentation to an audience you can actually see. It requires special attention to the…
The average person spends over 90,000 hours at work over a lifetime – that’s roughly one quarter to one third of a person’s life. I’m an academic researcher who studies work. I know how to design workplaces that are good for organizations (high productivity) and the people who work in them (high employee well-being). But if we leave it all up to senior management, we won’t generate positive changes fast enough. There’s a robust body of evidence that we can all use to make our local workplaces more supportive, inclusive, and fulfilling. I’m on a mission to make the world a better place, one workplace at a time.
This book explains how any employee – not matter their role – can take action to make their workplaces better (without burning career bridges behind them).
I am inspired by Professor Meyerson’s insistence that any employee (not just managers, not just the CEO) can be an agent for positive change. What I particularly love about this book is her focus on small wins. Positive change in work environments is about accumulating small changes, not about huge transformational restructures.
I also love the fact that the book’s recommendations can be applied to any social issue. You can follow your passion to make your workplace more inclusive, more environmentally sustainable, or more socially responsible.
Most people feel at odds with their organizations at one time or another: Managers with families struggle to balance professional and personal responsibilities in often unsympathetic firms. Members of minority groups strive to make their organizations better for others like themselves without limiting their career paths. Socially or environmentally conscious workers seek to act on their values at firms more concerned with profits than global poverty or pollution. Yet many firms leave little room for differences, and people who don't "fit in" conclude that their only option is to assimilate or leave. In Rocking the Boat, Debra E. Meyerson presents…
The average person spends over 90,000 hours at work over a lifetime – that’s roughly one quarter to one third of a person’s life. I’m an academic researcher who studies work. I know how to design workplaces that are good for organizations (high productivity) and the people who work in them (high employee well-being). But if we leave it all up to senior management, we won’t generate positive changes fast enough. There’s a robust body of evidence that we can all use to make our local workplaces more supportive, inclusive, and fulfilling. I’m on a mission to make the world a better place, one workplace at a time.
This book moved me at a very deep level, because Professor Frost makes the content very personal.
He wrote it when he was suffering (physically and emotionally), and his own pain made him acutely aware of ways that other people can alleviate pain (or conversely, make emotional pain become toxic). Many day-to-day workplace activities create emotional pain (e.g., a negative performance review, a downsizing decision) but people’s responses make all the difference.
Professor Frost’s focus is on managers who operate as “toxin handlers” in their workplaces, but any of us can be toxin handlers for our coworkers. The book helped me to be more mindful of workplace pain points and be more proactive in supporting my colleagues.
Human interaction is never flawless. Even the best relationships produce tension and at times, unpleasant emotions. Since organizations are comprised of people, all organizations generate emotional pain as part of the process of doing business: producing new products on tight deadlines, setting benchmarks for performance, creating budgets, crafting company policies, and so on. Getting the job done is rarely painless. But when emotional pain goes unmanaged or is poorly handled, it can negatively affect both employees and the bottom line - in essence, it becomes toxic. In "Toxic Emotions at Work and What to Do About Them", Peter J. Frost…
My career as a leader is built on an endless string of screwups—and I am so grateful for every single one of them. Every time I messed up, I learned another valuable lesson about what it means to be human, to own my humanity, and to make space for the humanity of others. That’s why I am relentlessly passionate about encouraging people—and especially leaders—to heal their relationship with failure and see it for the gift it really is. I believe that being open to growth and failure is what makes us human leaders. If we could all learn to lead with our hearts and our humanity, our world at work would be a much better place.
I used to be the poster child for burnout culture—and as a result, so was my company. By the time I read this book, we were ready to leave hustle culture behind, but we weren’t sure what it could look like.
It Doesn’t Have to be Crazy at Work paved the way for a new era in our business: one where we prioritize our well-being and make sure that work works with our lives. It helped me confront the areas of my company that were keeping us stuck in the hustle mindset and make big changes that hold us accountable to caring for ourselves and each others.
In this timely manifesto, the authors of the New York Times bestseller Rework broadly reject the prevailing notion that long hours, aggressive hustle, and "whatever it takes" are required to run a successful business today.
In Rework, Jason Fried and David Heinemeier Hansson introduced a new path to working effectively. Now, they build on their message with a bold, iconoclastic strategy for creating the ideal company culture-what they call "the calm company." Their approach directly attack the chaos, anxiety, and stress that plagues millions of workplaces and hampers billions of workers every day.
