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xiv, 238 pages ; 22 cm
  • Introduction: Boarding the Ship of State: Chapter 1: Apples to Oranges: How Our Analogical Instinct Fuels Thought
  • Chapter 2: Three Strikes and You're Out: How Analogies Shape Outcomes
  • Chapter 3: The Model T-Bone: How Analogies Spark Innovation
  • Chapter 4 : Morning in America: How Analogies Persuade
  • Chapter 5: Seeing the Big Picture: How We Can Choose Better Analogies
" A presidential speechwriter for Bill Clinton explores the hidden power of analogy to fuel thought, connect ideas, spark innovation, and shape outcomes From the meatpacking plants that inspired Henry Ford's first moving assembly line to the "domino theory" that led America into Vietnam to the "bicycle for the mind" that Steve Jobs envisioned as the Macintosh computer, analogies have played a dynamic role in shaping the world around us-and still do today. Analogies are far more complex than their SAT stereotype and lie at the very core of human cognition and creativity. Once we become aware of this, we start seeing them everywhere-in ads, apps, political debates, legal arguments, logos, and euphemisms, to name just a few. At their very best, analogies inspire new ways of thinking, enable invention, and motivate people to action. Unfortunately, not every analogy that rings true is true. That's why, at their worst, analogies can deceive, manipulate, or mislead us into disaster. The challenge? Spotting the difference before it's too late. Rich with engaging stories, surprising examples, and a practical method to evaluate the truth or effectiveness of any analogy, Shortcut will improve critical thinking, enhance creativity, and offer readers a fresh approach to resolving some of today's most intractable challenges. "-- Provided by publisher.
Business Library
GSBGEN-541-01, GSBGEN-541-01
xviii, 347 pages : illustrations ; 21 cm
  • Preface to the revised edition
  • The psychopathology of everyday things
  • The psychology of everyday actions
  • Knowledge in the head and in the world
  • Knowing what to do : constraints, discoverability and feedback
  • Human error? No, bad design
  • Design thinking
  • Design in the world of business.
  • Preface to the revised edition
  • 1. The psychopathology of everyday things. The complexity of modern devices; Human-centered designs; Fundamental principles of interaction; The system image; The paradox of technology; The design challenge;
  • 2. The psychology of everyday actions. How people do things: the gulfs of execution and evaluation; The seven stages of action; Human thought: Mostly subconscious; Human cognition and emotion; The seven stages of action and the three levels of processing; People as storytellers; Blaming the wrong things; Falsely blaming yourself; The seven stages of action: Seven fundamental design principles
  • 3. Knowledge in the head and in the world. Precise behavior from imprecise knowledge; Memory is knowledge in the head; The structure of memory; Approximate models: Memory in the real world; Knowledge in the head; The tradeoff between knowledge in the world and in the head; Memory in multiple heads, multiple devices; Natural mapping; Culture and design: Natural mappings can vary with culture
  • 4. Knowing what to do : constraints, discoverability and feedback. Four kinds of constraints: Physical, cultural, semantic, and logical; Applying affordances, signifiers, and constraints to everyday objects; Constraints that force the desired behavior; Conventions, constraints, and affordances; The faucet: A case history of design; Using sound as signifiers
  • 5. Human error? No, bad design. Understanding why there is error; Deliberate violations; Two types of errors: Slips and mistakes; The classification of slips; The classification of mistakes; Social and institutional pressures; Reporting error; Detecting error; Designing for error; When good design isn't enough; Resilience engineering; The paradox of automation; Design principles for dealing with error
  • 6. Design thinking. Solving the correct problem; The double-diamond model of design The human-centered design process; What I just told you? It doesn't really work that way; The design challenge; Complexity is good: It is confusion that is bad; Standardization and technology; Deliberately making things difficult; Design: Developing technology for people
  • 7. Design in the world of business. Competitive forces; New technologies force change; How long does it take to introduce a new product?; Two forms of innovation: Incremental and radical; The design of everyday things: 1998-2038; The future of books; The moral obligations of design; Design thinking and thinking about design.
"Even the smartest among us can feel inept as we fail to figure out which light switch or oven burner to turn on, or whether to push, pull, or slide a door. The fault, argues this ingenious-even liberating-book, lies not in ourselves, but in product design that ignores the needs of users and the principles of cognitive psychology. The problems range from ambiguous and hidden controls to arbitrary relationships between controls and functions, coupled with a lack of feedback or other assistance and unreasonable demands on memorization. The Design of Everyday Things shows that good, usable design is possible. The rules are simple: make things visible, exploit natural relationships that couple function and control, and make intelligent use of constraints. The goal: guide the user effortlessly to the right action on the right control at the right time. In this entertaining and insightful analysis, cognitive scientist Don Norman hails excellence of design as the most important key to regaining the competitive edge in influencing consumer behavior. Now fully expanded and updated, with a new introduction by the author, The Design of Everyday Things is a powerful primer on how-and why-some products satisfy customers while others only frustrate them."-- Provided by publisher.
Business Library
GSBGEN-541-01, GSBGEN-541-01
xxix, 204 p. : ill. ; 20 cm
  • Ch. 1. Don't Bargain Over Positions
  • Ch. 2. Separate the People from the Problem
  • Ch. 3. Focus on Interests, Not Positions
  • Ch. 4. Invent Options for Mutual Gain
  • Ch. 5. Insist on Using Objective Criteria
  • Ch. 6. What If They Are More Powerful? (Develop Your BATNA - Best Alternative To A Negotiated Agreement)
  • Ch. 7. What If They Won't Play? (Use Negotiation Jujitsu)
  • Ch. 8. What If They Use Dirty Tricks? (Taming the Hard Bargainer)
"Since it was first published in 1981 Getting to Yes has become a central book in the Business Canon: the key text on the psychology of negotiation. Its message of "principled negotiations"--finding acceptable compromise by determining which needs are fixed and which are flexible for negotiating parties--has influenced generations of businesspeople, lawyers, educators and anyone who has sought to achieve a win-win situation in arriving at an agreement. It has sold over 8 million copies worldwide in 30 languages, and since it was first published by Penguin in 1991 (a reissue of the original addition with Bruce Patton as additional coauthor) has sold over 2.5 million copies--which places it as the #10 bestselling title overall in Penguin Books, and #3 bestselling nonfiction title overall. We have recently relicensed the rights to Getting to Yes, and will be doing a new revised edition--a 30th anniversary of the original publication and 20th of the Penguin edition. The authors will be bringing the book up to date with new material and a assessment of the legacy and achievement of Getting to Yes after three decades"-- Provided by publisher.
Business Library
GSBGEN-541-01, GSBGEN-541-01
499 p. : ill ; 24 cm.
Kahneman exposes the extraordinary capabilities and also the faults and biases of fast thinking, and the pervasive influence of intuitive impressions on peoples' thoughts and choices.
Business Library
GSBGEN-337-01, GSBGEN-337-01, GSBGEN-541-01, GSBGEN-541-01, MKTG-337-01-02, OB-527-01