Here are 100 books that Winning Decisions fans have personally recommended if you like
Winning Decisions.
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I am the founder and principal of Work & Think, LLC., and help clients make complex decisions that include a realistic understanding of uncertainty. My Spangler Ethical Reasoning Assessment® (SERA®) is used across industries and around the world, enabling individuals to combine critical thinking and values to make complex decisions. I am a frequent keynote speaker, a corporate consultant, a researcher, and an author. My new book is Reasoning for Business. Learn more at my website.
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.
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,…
Magical realism meets the magic of Christmas in this mix of Jewish, New Testament, and Santa stories–all reenacted in an urban psychiatric hospital!
On locked ward 5C4, Josh, a patient with many similarities to Jesus, is hospitalized concurrently with Nick, a patient with many similarities to Santa. The two argue…
I'm a bestselling business author, top-rated leadership speaker, and unconsultant who helps individuals and organizations think more critically, lead more effectively, and make better decisions. Prior to writing American Icon, I spent 20 years as a business reporter, covering the high-tech, biotech, and automotive industries for newspapers in California and Michigan. After that, I quit my job in order to help CEOs understand and implement the game-changing leadership I described in it. In 2017, I published my second book, Red Teaming: How Your Business Can Conquer the Competition by Challenging Everything and started my own company, Red Team Thinking, to train organizations in this revolutionary approach to decision-making because I believe that who thinks wins.
This is another great book that will help you understand how we make decisions and how we can make better ones. Klein and Kahneman are famous frenemies, with Klein giving far more credit to our ability to make good snap decisions. This work was the inspiration for Malcolm Gladwell’s Blink, but Klein’s book offers much better examples and much deeper insights for those who want to learn to make better decisions, particularly in high-stress, time-constrained situations.
A modern classic about how people really make decisions: drawing on prior experience, using a combination of intuition and analysis.
Since its publication twenty years ago, Sources of Power has been enormously influential. The book has sold more than 50,000 copies, has been translated into six languages, has been cited in professional journals that range from Journal of Marketing Research to Journal of Nursing, and is mentioned by Malcolm Gladwell in Blink. Author Gary Klein has collaborated with Nobel laureate Daniel Kahneman and served on a team that redesigned the White House Situation Room to support more effective decision making.…
I have devoted my career to helping leaders navigate challenging transitions into new roles, build their teams, and transform their organizations. Strategic thinking is a key foundation of my work as an executive coach and advisor at Genesis Advisers and a professor at the IMD Business School. Whether executives are taking new roles or driving large-scale transformations, they must be able to rapidly analyze the context, craft good visions and strategies, and mobilize people to realize them. I try to equip the leaders I work with with the mental frameworks, tools, and skillsets to adapt and succeed in the first 90 days and beyond.
This book helped me understand more about the causes of bad decisions and how to overcome them, which was important for the work I was doing on structured team problem-solving.
I especially liked the focus on framing problems well, which contributed to the recent Harvard Business Review article I wrote with a colleague on approaches to reframing problems. I also gained more insight into common decision traps and how to avoid them, which was helpful in my work with leaders taking on challenging new roles.
Just making a decision can be hard enough, but how do you begin to judge whether it's the right one? Chip and Dan Heath, authors of #1 New York Times best-seller Switch, show you how to overcome your brain's natural shortcomings.
In Decisive, Chip and Dan Heath draw on decades of psychological research to explain why we so often get it very badly wrong - why our supposedly rational brains are frequently tripped up by powerful biases and wishful thinking. At the same time they demonstrate how relatively easy it is to avoid the pitfalls and find the best answers,…
Katie's Gamble is an unexpected, unique story about a young woman who's trying to support her younger siblings by keeping her family's confectionery shop open.
In order to do that, she has to take on her older brother, who's a notorious gambler in Louisiana. Additionally, she has to outsmart Rowdy…
Burnout has become common enough to require regulation, which says something about how work is being structured. Much of the response continues to focus on individuals, while the environments that produce the problem remain largely unchanged. At some point, that approach reaches its limit. The focus needs to broaden and become a more explicit, shared responsibility between organisations and the people who work within them.
Amy Edmondson writes about something that many people feel but likely feel reticent to speak about.
Psychological safety is often spoken about in broad terms, and this book brings a level of precision that makes it practical. The ability to speak up, ask questions, and admit mistakes is not a nice extra. It is at the centre of learning and collaboration.
The absence of safety speaks volumes in silence and promotes hesitation, which leads to disengagement; each phase, accompanied by a cost. It may appear that work gets completed, but progress and innovation are lying by the wayside.
I love the reminder this book gives that the tone of a workplace influences what gets said, and what is said informs where we focus.
Conquer the most essential adaptation to the knowledge economy
The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent-but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical…
Having begun my career in publishing, I worked for many years as a management consultant and trainer; alongside that, I have written and published many books offering advice on management, marketing, and job skills, like the time management book shown above, a bestseller now in its sixth edition. I have always thought management often fails by overlooking the importance of issues rather than finding things difficult; I hope my business writing helps identify priorities and shows that the deployment of various techniques and skills can be manageable–and useful.
This was perhaps the first bestselling business book and became a classic. Drucker coined many maxims, for example, saying that if you don’t know where you are going, any road will do. This is obvious, but how many flounder for lack of clear objectives?
Good, sound common sense is here that stands a new look in the present day, even if it comes from a time when legislation and political correctness made things more straightforward while leaving some current issues unaddressed.
The measure of the executive, Peter F. Drucker reminds us, is the ability to "get the right things done." This usually involves doing what other people have overlooked as well as avoiding what is unproductive. Intelligence, imagination, and knowledge may all be wasted in an executive job without the acquired habits of mind that mold them into results.
Drucker identifies five practices essential to business effectiveness that can, and must, be learned: Managing time Choosing what to contribute to the organization Knowing where and how to mobilize strength for best effect Setting the right priorities…
I am a chemist (PhD University of Leuven, Belgium). This explains my preference for a rational approach. I was also an assessor for the European EFQM organization. This European Management Model allows an organization or company to achieve excellent results for all its stakeholders. One of the methods used is the Best Practice method. Finally, at the end of my career, I asked myself the question: How do we know that our country is well managed? There is no management model for this yet. That is why I developed a new model: the SAC model. Together with my colleague Grace L. Duffy, we have described this model in several papers.
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
The best organizations have the best talent...Financial incentives drive company performance...Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management "wisdom" isn't wise at all--but, instead, flawed knowledge based on "best practices" that are actually poor, incomplete, or outright obsolete. Worse, legions of managers use this dubious knowledge to make decisions that are hazardous to organizational health. Jeffrey Pfeffer and Robert I. Sutton show how companies can bolster performance and trump the competition through evidence-based management, an approach to decision-making and action that is driven by hard facts rather than half-truths…
Papyrologist Lisa Emmer's world flips when the Sûreté detains her at her Metro station with news of the savage murder of the esteemed Paris historian Dr. Raimond Foix, her friend and mentor in the study of ancient documents.
Horrified, Lisa finds clues at the crime scene left behind for her…
Have you ever found yourself frozen at the thought of asking a donor for money? You're not alone. For over 25 years, I’ve been coaching nonprofit leaders and executive directors who feel like they are completely making it up as they go. I am deeply passionate about demystifying this process because leadership is hard enough without the added exhaustion of false confidence. Fundraising isn’t about begging or transactional tricks—it’s about inviting people into a shared story to change the world. I want to help leaders find their own wiring and ask without fear.
We often build fundraising systems that inadvertently put friction into the process, making it harder for people to give. I appreciate how Cherian Koshy breaks down the actual science of how our brains process generosity.
This book helped me understand how to communicate more clearly so that donors truly hear the appeal, bridging the gap between behavioral psychology and real-world fundraising.
A comprehensive discussion of the latest advances in fundraising strategy and donor decision-making
In Neurogiving: The Science of Donor Decision-Making, fundraising and behavioral science expert, Cherian Koshy, delivers a point-by-point guide to creating crystal-clear messaging that transforms prospective donors into active donors. The author demonstrates a revolutionary, science-backed approach to fundraising that unpacks why donors move from considering a donation to actually donating.
Neurogiving integrates up-to-date insights from neuroscience, behavioral psychology, and proprietary research to generate a comprehensive roadmap for generating donor experiences that maximize generosity and long-term commitment.
Readers will also find:
Illustrative examples and research-informed strategies for applying…
During my childhood I heard many stories of economic collapse, depression, and subsequent war. This created an early awareness of the power of financial forces to shape the welfare, security, and life chances of millions. Since then, I have worked to better understand how such things happen and what could be done about them. I have focused on the nature of power and studied the contingent and contested political processes that shape financial orders. This contestation opens up the possibility of change and makes me hope that future financial orders will, eventually, be based on a wiser, more encompassing understanding of welfare, security, and perhaps even justice, than has been the case so far.
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.
The third edition of this seminal work includes the original text, first published in 1974, the updates and reflections from the second edition and two groundbreaking new chapters. Power: A Radical View assesses the main debates about how to conceptualize and study power, including the influential contributions of Michel Foucault. The new material includes a development of Lukes's theory of power and presents empirical cases to exemplify this. Including a refreshed introduction, this third edition brings a book that has consolidated its reputation as a classic work and a major reference point within Social and Political Theory to a whole…
I have had a long career as a professor of organizational behavior. My view is that the most ignored and undervalued aspect of leadership is the development and implementation of political skills. Any leader who claims, “I don’t do politics” or “I’m not political,” is not serving themselves very well and, in fact, may be setting themselves up for failure. Whether in organizational life, in the sphere of public policy, or in daily life, we need to overcome the obstacles that impede our capacity to implement agendas and ideas and achieve our aspirations. Dreamers who lack political skills remain dreamers, not leaders.
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…
One of the most influental political science works written in the post World War II era, the original edition of Essence of Decision is a unique and fascinating examination of the pivotal event of the cold Cold War. Not simply revised, but completely re-written, the Second Edition of this classic text is a fresh reinterpretation of the theories and events surrounding the Cuban Missle Crisis, incorporating all new information from the Kennedy tapes and recently declassified Soviet files. Essence of Decision Second Edition, is a vivid look at decision-making under pressure and is the only single volume work that attempts…
A poisonous maiden, a Daoist sex cult, and a violent insurgency.
The polyandrous Yan family in China's rural Shaanxi Province takes in two carpenter brothers. When one brother is convicted of murder after killing their neighbor in a dispute, a constable threatens to expose the family's rumored polyandry and extorts…
Currently a Professor of Leadership and Strategy at Hult, I’ve been on the faculties of other top business schools, and an executive officer of a NASDAQ company. I’ve led “new to the world” technology projects and advised CXOs of global companies. These experiences convinced me that poor leadership is the biggest reason organizational initiatives fail. Two decades ago, I switched from being a technology scholar; I began researching leadership and writing for practitioners, not academics. My first book was on a 2009 “best business books” list. This one is in Sloan Management Review’s Management on the Cutting Edge series—books that its editors believe will influence executive behavior.
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.
Tear down the obstacles to creative innovation in your organization
Unlocking Creativity is an exploration of the creative process and how organizations can clear the way for innovation. In many organizations, creative individuals face stubborn resistance to new ideas. Managers and executives oftentimes reject innovation and unconventional approaches due to misplaced allegiance to the status quo. Questioning established practices or challenging prevailing sentiments is frequently met with stiff resistance. In this climate of stifled creativity and inflexible adherence to conventional wisdom, potentially game-changing ideas are dismissed outright. Senior leaders claim to value creativity, yet often lack the knowledge to…
