100 Books Like How to Avoid a Climate Disaster

The author starts with the question: “Are you smarter than my chimpanzee?” When you finished the book, you’ll be so humble to say: I am not!

While reading the book, I was several times surprised by how adults (including myself) have a distorted perception of reality. For example, eighty percent of children worldwide are vaccinated. This means that almost all human beings alive today have some access to basic modern health care. However, on average, just 13 percent of people get the right answer.

Don’t forget that you can only make correct decisions based on accurate data. For this, you can rely on (the many) reliable databases that are available via the internet.

It was for me the first book that convinced me to think and work more with facts and data, i.e., evidence-based management

This book is for me a standard work in the field of evidence-based management. It opened my eyes to the great (negative) impact slogans, insufficient learning from one's own mistakes, blindly following advice from gurus, etc., can have on the results of a company

I discovered that mistakes are also made in the medical world, and insufficient lessons are learned from them because the principles of evidence-based management are not followed.

You can apply the ideas of the authors in any company or organization, regardless of the sector

I particularly appreciated the author's evidence-based management approach. It was refreshing that the author showed that we can be optimistic about solving the many challenges our planet faces. It is important not to think and work in terms of doom and gloom or slogans, but with data.

As a data scientist, Hannah Ritchie illustrates how problems such as climate change, deforestation, biodiversity, plastic in oceans, etc., can be solved. With the available data, you can then work out solutions.

The book is illustrated with many graphs and tables.

I agree with the authors that there is sufficient knowledge in most companies, but that it is not or hardly used. Managers read books, follow training courses, get advice from consultants, etc., but they do not put these ideas and advice into practice. I was triggered by the question: “Why is so little knowledge converted into concrete actions that lead to measurable results?”

I was fascinated to discover the causes and remedies of these symptoms. There are multiple possible causes: teamwork, internal competition, leadership, fear, and rewards.

I found an original and powerful suggestion for translating a new idea from the book I read into concrete actions in my daily work.

Putting in the numbers is what Gates does in his book. Climate change is real, no question. How to address it is where the controversy comes in. I really like that from the outset, Gates proposes five questions to consider whenever climate change is discussed: what fraction of the annual carbon dioxide emission are you removing? What’s your plan for cement? How much electrical power will be needed, what’s the cost, and how much space will it take up? 

But he’s optimistic that zero emissions can be reached. He argues there are many options to explore, including nuclear, and says, contrary to much of the news reporting, don’t focus on 2030; focus instead on 2050 to give the best solutions time to emerge.

Chapter 8! Chapter 8! What a gem on what it really takes to build innovative cultures. Pisano, a Harvard business school professor, articulated ideas that I had observed in my work across Google and with startups around the world—ideas I wish I had authored myself.

The core idea that stood out to me was how people often romanticize innovative cultures as being all about the “bunnies and cotton candy”—like having tolerance for failure or zero hierarchy—while overlooking the harder, more crucial aspects, such as intolerance for incompetence and the discipline required to kill projects that aren’t working.

His insights resonated deeply with my experiences, providing clarity and language for concepts I’ve long recognized but struggled to put into words.

I loved this book because it not only picks apart the concept of "innovation" and helps you approach its usage across work, media, and everyday life but it also goes into exploring an alternative view – that of "maintenance."

It’s packed full of great examples, provides much-needed clear analysis of things we take for granted (like bridges!), and gives me hope for different ways of approaching how to talk about technology, innovation, and the future.

It is hardly news that housework is gendered. But in this classic study Cowan, by taking housewifery seriously as work and kitchen utensils and appliances seriously as technologies, opens up the whole panorama of production and consumption in a domestic setting. The influx of new appliances, and in a more convenient form old materials (such as powdered soap) in the early decades of the 20th century worked to, in a sense, “industrialize” the home. Unlike factory workers, however, housewives were unpaid, isolated, and unspecialized. Their managerial role shrank (hired help disappeared from most homes)  and rather than being drained of meaning, like the work of factory hands, theirs became burdened with portentous implications of love, devotion, and creativity. Finally, as housework became “easy,” standards rose. At one time changing the bed might have amounted to putting the bottom sheet in the wash and the top sheet on the bottom,… show more.

Of the small subgenre books that deal with the way games aid education, Toppo's shows how games can make a difference in the way students learn by looking at first at a Washington, D.C. school's success with improving math scores through game playing. From there, he visits professors and visionaries, all of whom have helped kids learn through games. One thing becomes clear: if there were a games class in every school, especially in underserved communities, student grades would go up.

What holds the future of globalization in store?

I learned a lot from Baldwin’s insightful book, which posits a fast and dramatic rise of digital service trade between high- and low-wage countries.

Such services could range from well-known digital back-office services, such as airline ticketing in India, to more speculative “global robotics”, dubbed “globotics”, such as cross-border controlling of robots via virtual reality devices.

Baldwin points to new opportunities emerging to developing economies that hitherto were unable to gain from the globalization of manufacturing value chains. But he also warns of potentially dramatic social consequences in high-wage countries.

Whether you agree or disagree with his diagnosis, this is essential reading to be prepared for the next wave of globalization and its potential social disruptions.