Hardwired Humans

Offices are not our natural habitat. Leadership is easier when we understand the nine instincts that still drive human behaviour. With the Industrial Revolution only 250 years ago, we left our hunting, gathering and village societies to work in offices and factories. The behaviour that ensured our ancestors' survival on the savannah plains of Africa over the millennia is alive and well in today's workplaces. The nine instincts explain the reasons, and the solutions, to the challenges that leaders commonly face. Based on the author's wide experience in large organisations combined with witty true stories of chimps from Gombe, Tanzania and Taronga Zoo, Sydney, Hardwired Humans explains the psychology behind the human instincts of social behaviour. As you read this entertaining book, you will learn how the instincts of clan connections, hierarchy, gossip, politics, snap judgments, status displays and sexual competition continue to drive modern office interactions just as they have driven human interaction for millennia. The book shares a practical framework that helps makes sense of human behaviour and allows leaders to manage more effectively. In a note introducing the book, Dr Jane Goodall calls it a 'compelling book'. The Australian Financial Review Boss magazine highly recommends the book as one 'that will captivate anyone who finds the "people stuff" confounding.'

Books such as Richard Dawkins's The Selfish Gene have aroused fierce controversy by arguing for the powerful influence of genes on human behavior. But are we entirely at the mercy of our chromosomes? In Are We Hardwired?, scientists William R. Clark and Michael Grunstein say the answer is both yes--and no. The power and fascination of Are We Hardwired? lie in their explanation of that deceptively simple answer. Using eye-opening examples of genetically identical twins who, though raised in different families, have had remarkably parallel lives, the authors show that indeed roughly half of human behavior can be accounted for by DNA. But the picture is quite complicated. Clark and Grunstein take us on a tour of modern genetics and behavioral science, revealing that few elements of behavior depend upon a single gene; complexes of genes, often across chromosomes, drive most of our heredity-based actions. To illustrate this point, they examine the genetic basis, and quirks, of individual behavioral traits--including aggression, sexuality, mental function, eating disorders, alcoholism, and drug abuse. They show that genes and environment are not opposing forces; heredity shapes how we interpret our surroundings, which in turn changes the very structure of our brain. Clearly we are not simply puppets of either influence. Perhaps most interesting, the book suggests that the source of our ability to choose, to act unexpectedly, may lie in the chaos principle: the most minute differences during activation of a single neuron may lead to utterly unpredictable actions. This masterful account of the nature-nurture controversy--at once provocative and informative--answers some of our oldest questions in unexpected new ways

Now thoroughly updated and revised, this new edition of the highly acclaimed dictionary provides an authoritative and accessible guide to modern ideas in the broad interdisciplinary fields of cultural and critical theory Updated to feature over 40 new entries including pieces on Alain Badiou, Ecocriticism, Comparative Racialization , Ordinary Language Philosophy and Criticism, and Graphic Narrative Includes reflective, broad-ranging articles from leading theorists including Julia Kristeva, Stanley Cavell, and Simon Critchley Features a fully updated bibliography Wide-ranging content makes this an invaluable dictionary for students of a diverse range of disciplines

We are profoundly social creatures--more than we know. In Social, renowned psychologist Matthew Lieberman explores groundbreaking research in social neuroscience revealing that our need to connect with other people is even more fundamental, more basic, than our need for food or shelter. Because of this, our brain uses its spare time to learn about the social world--other people and our relation to them. It is believed that we must commit 10,000 hours to master a skill. According to Lieberman, each of us has spent 10,000 hours learning to make sense of people and groups by the time we are ten. Social argues that our need to reach out to and connect with others is a primary driver behind our behavior. We believe that pain and pleasure alone guide our actions. Yet, new research using fMRI--including a great deal of original research conducted by Lieberman and his UCLA lab--shows that our brains react to social pain and pleasure in much the same way as they do to physical pain and pleasure. Fortunately, the brain has evolved sophisticated mechanisms for securing our place in the social world. We have a unique ability to read other people’s minds, to figure out their hopes, fears, and motivations, allowing us to effectively coordinate our lives with one another. And our most private sense of who we are is intimately linked to the important people and groups in our lives. This wiring often leads us to restrain our selfish impulses for the greater good. These mechanisms lead to behavior that might seem irrational, but is really just the result of our deep social wiring and necessary for our success as a species. Based on the latest cutting edge research, the findings in Social have important real-world implications. Our schools and businesses, for example, attempt to minimalize social distractions. But this is exactly the wrong thing to do to encourage engagement and learning, and literally shuts down the social brain, leaving powerful neuro-cognitive resources untapped. The insights revealed in this pioneering book suggest ways to improve learning in schools, make the workplace more productive, and improve our overall well-being.

This book examines human resource development (HRD) strategy as a learning process, connecting learning and adult development with organizational development and change, and talent development, with a particular focus on the use of artificial intelligence (AI). It provides professionals and practitioners as well as students with processes and tools that will help them meet the needs of employees and the organization. It takes a scholar-practitioner perspective connecting theory with practice. HRD has evolved into a mature field of scholarship in recent decades. At the same time, practices of learning and development in organizations continues to evolve dramatically. At the individual, developmental, and organizational levels, workers, managers, and executives have to be continually learning from current and emerging trends in order to strategically reposition themselves for performance and future possibilities. This includes developing the competencies to navigate the complexities of a world in which people are interacting with ‘smart’ digital technologies that are broadly grouped together under the umbrella term artificial intelligence (AI). Featuring specific strategic learning methods and case studies from senior HRD professionals, this book is a valuable resource for managers, practitioners, students, scholars and others interested in strategic HRD practice.

This book undertakes a critical examination of contemporary political problems through discussions of three utopian and three dystopian texts. Selected stories from Morris, Orwell, More, Bellamy, Neville, and Zamyatin are used to generate questions about fundamental economic, political, and social problems, human nature, and conceptions of the good life. This unique work is an exceptional resource for all students of political philosophy and utopian literature, as well as for general readers interested in political affairs.

As technology races ahead, what will people do better than computers? What hope will there be for us when computers can drive cars better than humans, predict Supreme Court decisions better than legal experts, identify faces, scurry helpfully around offices and factories, even perform some surgeries, all faster, more reliably, and less expensively than people? It’s easy to imagine a nightmare scenario in which computers simply take over most of the tasks that people now get paid to do. While we’ll still need high-level decision makers and computer developers, those tasks won’t keep most working-age people employed or allow their living standard to rise. The unavoidable question—will millions of people lose out, unable to best the machine?—is increasingly dominating business, education, economics, and policy. The bestselling author of Talent Is Overrated explains how the skills the economy values are changing in historic ways. The abilities that will prove most essential to our success are no longer the technical, classroom-taught left-brain skills that economic advances have demanded from workers in the past. Instead, our greatest advantage lies in what we humans are most powerfully driven to do for and with one another, arising from our deepest, most essentially human abilities—empathy, creativity, social sensitivity, storytelling, humor, building relationships, and expressing ourselves with greater power than logic can ever achieve. This is how we create durable value that is not easily replicated by technology—because we’re hardwired to want it from humans. These high-value skills create tremendous competitive advantage—more devoted customers, stronger cultures, breakthrough ideas, and more effective teams. And while many of us regard these abilities as innate traits—“he’s a real people person,” “she’s naturally creative”—it turns out they can all be developed. They’re already being developed in a range of far-sighted organizations, such as: • the Cleveland Clinic, which emphasizes empathy training of doctors and all employees to improve patient outcomes and lower medical costs; • the U.S. Army, which has revolutionized its training to focus on human interaction, leading to stronger teams and greater success in real-world missions; • Stanford Business School, which has overhauled its curriculum to teach interpersonal skills through human-to-human experiences. As technology advances, we shouldn’t focus on beating computers at what they do—we’ll lose that contest. Instead, we must develop our most essential human abilities and teach our kids to value not just technology but also the richness of interpersonal experience. They will be the most valuable people in our world because of it. Colvin proves that to a far greater degree than most of us ever imagined, we already have what it takes to be great.

With New York Times bestselling author, Dr. Hanson's four steps, you can counterbalance your brain's negativity bias and learn to hardwire happiness in only a few minutes each day. Why is it easier to ruminate over hurt feelings than it is to bask in the warmth of being appreciated? Because your brain evolved to learn quickly from bad experiences and slowly from good ones, but you can change this. Life isn’t easy, and having a brain wired to take in the bad and ignore the good makes us worried, irritated, and stressed, instead of confident, secure, and happy. But each day is filled with opportunities to build inner strengths and Dr. Rick Hanson, an acclaimed clinical psychologist, shows what you can do to override the brain’s default pessimism. Hardwiring Happiness lays out a simple method that uses the hidden power of everyday experiences to build new neural structures full of happiness, love, confidence, and peace. You’ll learn to see through the lies your brain tells you. Dr. Hanson’s four steps build strengths into your brain to make contentment and a powerful sense of resilience the new normal. In just minutes a day, you can transform your brain into a refuge and power center of calm and happiness.