Books like Essence of Decision — picked by fans

This is my candidate for the Great American Novel. Read it for its storyline and its fascinating chapters on whales. Along the way, you’ll encounter discussions about race, religion, friendship, and the virtuous life.

Some of my students ask, “Why does Melville digress so much?” My response: persist in reading this work. What at first seems extraneous becomes vital. You’ll discover a masterpiece.

In this classic book, Kuhn introduces the idea of a "paradigm" and shows that real progress comes through paradigm shifts.

That hit me like a rock when I first read it. I love how in the second edition, Kuhn talks about the difficulties of deep change: "the problem is that the new paradigm is always worse than the old one." 

The new paradigm may be better in some way, but it is also sketchy, unformed, and it creates lots of new uncertainties. So, for somebody to shift to a new paradigm always requires a leap of faith!

I find this book answers questions many people ask: Why aren’t we always logical? What gets in the way of our making effective decisions?

I first read this book when I started my consulting practice and realized I needed to combine psychology with philosophy in teaching critical thinking in professional settings. People want to understand why we can be unreasonable in the first place. Kahneman’s book helped me improve my own thinking, making me aware of the ways my previous experiences quickly provide interpretations of new experiences.

I find the ability to “hit the pause button” regarding my response to a specific situation and to ask myself, “Is my immediate, intuitive response useful or misleading me?” is one of my most important insights from this book.

This book has captured my interest and my heart for a long time. You may wonder what a book about a great president is doing in a list of the best small “L” leadership books. Here is the reason: I get many powerful principles and practices of small “L” leadership–things I can use in my family, at church, and in my professional life–every time I read this book (and I have read it three times!).

It doesn’t hurt that the writing is beautiful! I love the writing, and I love to see how Lincoln created an effective team in his cabinet composed of all of his rivals for the presidential nomination with small and simple things. Amazing!

Read this book if you say, “Let’s find a win-win solution.”

Sadly, most aspiring leaders misuse and abuse the term “win-win.” Instead of considering it a strategic option that should be thoughtfully applied, they treat it as a moral virtue. They then espouse win-win while striving for what I call “win-no-lose”—the hope that “we” win but “they” don’t realize they lost.

This makes building coalitions and collaborating terribly difficult precisely at the time in history when we desperately need to do these well. The book is full of surprising insights (like why turning the other cheek—advocated by most religions—doesn’t work).

It also teaches (aspiring) leaders how a critical mass of people who believe in cooperation can transform their organizations even if their peers don’t agree with them.

Any book by Robert Caro is a worthy read. His quadrilogy on LBJ is a study of the ultimate, driven pragmatist.

Johnson, in pursuit of his agenda, was the epitome of the deal-maker, sweet-talker, persuader, and sometime-bully. In the work of Caro, Johnson may not be the most lovable of leaders, but certainly, he ranks among one of the most calculating and determined. He understood that achieving consensus, while essential, is not everything.

Furthermore, he had an appreciation that the appropriate use of power is a leadership skill. With that framework, Johnson had an innate understanding of the structural and legal limitations of the use of power. He recognized the rules of the Senate and realized the limitations of the presidency. Within these constraints, he was indeed the master of the influence game and truly the “Master of the Senate.”

There are lessons to learn and warnings to heed for… show more.

To the best of my recollection, the word ‘leadership’ doesn’t appear in this book.

Yet, since I first encountered it in a Harvard Business School doctoral seminar on leadership—and ignored numerous assignments because I couldn’t put it down—I have recommended it to countless professionals.

Too often, leadership is presented as a disembodied (cap)ability, unmoored from its organizational context.

Philosopher Hofstadter and computer scientist Dennett’s remarkable collection of articles includes both fairy tales (yes!) and Alan Turing’s essay defining artificial intelligence. Collectively, they explore not just the “self and soul” in the sub-title but also how humans interact with organizations and technology.

This book taught me leadership isn’t about being a puppeteer. Each of the newest developments in artificial intelligence has reminded me that I must re-read this book.

I often pose a simple thought experiment: “How many renowned 20th century CEOs created something new to the world? Now, how may renowned 21st century CEOs haven’t done so?”

The answer, in both cases, is near zero. Our organizations are moving from being productivity-focused (doing more with less) to creativity-focused (giving form to something that doesn’t exist). Most managers and aspiring leaders are clueless about this profound change even though they will probably fail if they don’t make this shift.

Roberto argues that six flawed beliefs—such as in benchmarking and in focused execution—preclude creativity and provides tools to help reinvent moribund organizations.

This book was a revelation.

I first encountered it when the original 1974 edition was assigned in an undergraduate course on social movement politics. I have never looked back.

Lukes’ three-dimensional view of power, and especially his two and three-dimensional views, make visible the power relations that are at work in areas where power does not seem to be active at all.

This has turned out to be an amazingly helpful way to look at power relations in the modern world. Lukes added two chapters to update his original text in the second edition.

I read Lukes’ work as anticipating constructivist insights. Even though others have since developed these ideas at greater length, in my opinion, this book remains a necessary guide to navigating the twenty-first century. 

This is an excellent, non-technical introduction to game theory, covering most topics, including incomplete information games and evolutionary game theory.

Packed with real-life examples, along with humorous and historical notes, the book is appropriate for undergraduate students from different majors, including political science, history, psychology, and biology.

The book focuses on presenting topics at the undergraduate level, avoiding difficult notation and jargon, and minimizing the math, thus not being a good fit for technical courses in game theory at the Master's and Ph.D. levels, but again, it’s one of the best introductions to game theory for non-technical readers currently available.