100 Books Like Unlocking Creativity

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 We all hold onto outdated psychological mechanisms that create self-imposed limitations, and in doing so, we can find ourselves living out self-limiting lives.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.

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.

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.

This book by Graham Allison (revised and expanded with Philip Zelikow) examines how leaders frame problems, gather information, and arrive at decisions and actions in times of crisis and pressure.

The volume examines closely the Cuban Missile Crisis and the processes which led to its resolution. It was a time of immense tension, and the template used by leaders to make their decisions was critical.

While this book is clearly an examination of how government and political leaders operate in arriving at decisions in times of crisis, there are immense implications for any organizational leader.

Allison offers a number of decision-making lenses that are available to leaders: the rational model, based on goal analysis and utility and best payoff; the bureaucratic or organizational process model, based on making decisions embedded in preexisting lines of authority, precedent, repertoires, and templates that have been used before; or the political model, based on… show more.

Creative Confidence is a book that explores the idea that everyone has the ability to be creative, and that creativity can be a powerful tool for innovation and problem-solving.

Kelley argues that many people believe that creativity is a rare and elusive talent that only a select few possess, but in reality, everyone can develop their creative abilities with practice and effort.

Kelley provides numerous examples of individuals and organizations that have successfully used creativity to solve complex problems and create innovative solutions.

He also offers practical strategies and exercises for developing creative confidence, such as embracing failure, challenging assumptions, and experimenting with new ideas.

I have personally seen the benefits of creative confidence in my work and the work of others around me.

The Logic of Failure explores why leaders make bad decisions – and how to make better ones. Whenever I am asked for a book recommendation, this is always the first one I mention because I have learned so much from it, and what I have learned has helped me make better decisions every single day. This is an amazing, evidence-based effort to understand the root causes of failure and the pathways to success. It will help you understand how your plans can fail so that you can ensure they succeed.

Like Malik, I have divided my book into principles, tasks, and tools.

My principles, tasks and tools are partly based on management thinkers such as Peter F. Drucker and Fredmund Malik. However, especially for the tools, but also for individual principles and tasks, these have been supplemented, expanded, and adapted based on my experience.

Malik's book is inspiring for all who see management as a profession. In the book you will learn how effective and efficient management works.

My mentor Peter Block taught me that the ultimate act of being an adult, the ultimate act of taking responsibility for your own freedom, was making choices. Some choices of course are easy—I’ll have a double espresso, please—but plenty are difficult. You don’t have all the data, it’s too close to call, and you can feel the combination of anxiety and guilt that can come with committing. This book adds some structure and discipline to how to make the best possible choice, and by doing so makes it easier to be more courageous and bold.

This eye-opening and informative book provides vivid examples of small problems that became real tragedies due to inaction, miscommunication, and poor decision-making. By looking upstream to seek and address root causes of problems, we can save money, improve lives, and increase productivity. I loved the gripping examples Dan Heath used in this book. It was as engaging as reading a novel, yet provided substantial information based on careful research.

Roger Martin is a mentor. I learned how to think strategically from him, first-hand. In fact, I hated strategy until I met Roger. He is one of the brightest thinkers on the planet. I use his frameworks daily in my work. His concept of integrative thinking, taught while he was dean of the University of Toronto’s progressive Rotman School, is all about the ability to hold two opposing ideas in your head at once. This is the stuff of breakthrough. The challenge is to avoid either/or thinking when considering two different ideas and synthesize them into an altogether new concept that improves on both. It’s like alchemy for the mind.