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Switch: How to Change Things When Change Is Hard

by Chip Heath from Broadway Business

The Heath brothers (coauthors of Made to Stick) address motivating employees, family members, and ourselves in their analysis of why we too often fear change. Change is not inherently frightening, but our ability to alter our habits can be complicated by the disjunction between our rational and irrational minds: the self that wants to be swimsuit-season ready and the self that acquiesces to another slice of cake anyway. The trick is to find the balance between our powerful drives and our reason. The authors' lessons are backed up by anecdotes that deal with such things as new methods used to reform abusive parents, the revitalization of a dying South Dakota town, and the rebranding of megastore Target. Through these lively examples, the Heaths speak energetically and encouragingly on how to modify our behaviors and businesses. This clever discussion is an entertaining and educational must-read for executives and for ordinary citizens looking to get out of a rut. (Mar.) Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

Chip Heath and Dan Heath on Switch: How to Change Things When Change Is Hard

"Change is hard." "People hate change." Those were two of the most common quotes we heard when we began to study change.

But it occurred to us that if people hate change, they have a funny way of showing it. Every iPhone sold serves as counter-evidence. So does every text message sent, every corporate merger finalized, every aluminum can recycled. And we haven’t even mentioned the biggest changes: Getting married. Having kids. (If people hate change, then having a kid is an awfully dumb decision.)

It puzzled us--why do some huge changes, like marriage, come joyously, while some trivial changes, like submitting an expense report on time, meet fierce resistance?

We found the answer in the research of some brilliant psychologists who’d discovered that people have two separate “systems” in their brains—a rational system and an emotional system. The rational system is a thoughtful, logical planner. The emotional system is, well, emotional—and impulsive and instinctual.

When these two systems are in alignment, change can come quickly and easily (as when a dreamy-eyed couple gets married). When they’re not, change can be grueling (as anyone who has struggled with a diet can attest).

In those situations where change is hard, is it possible to align the two systems? Is it possible to overcome our internal "schizophrenia" about change? We believe it is.

In our research, we studied people trying to make difficult changes: People fighting to lose weight and keep it off. Managers trying to overhaul an entrenched bureaucracy. Activists combatting seemingly intractable problems such as child malnutrition. They succeeded--and, to our surprise, we found striking similarities in the strategies they used. They seemed to share a similar game plan. We wanted, in Switch, to make that game plan available to everyone, in hopes that we could show people how to make the hard changes in life a little bit easier. --Chip and Dan Heath

(Photo © Amy Surdacki)

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On the Brink: Inside the Race to Stop the Collapse of the Global Financial System

by Henry M. Paulson from Business Plus

When Hank Paulson, the former CEO of Goldman Sachs, was appointed in 2006 to become the nation's next Secretary of the Treasury, he knew that his move from Wall Street to Washington would be daunting and challenging.

But Paulson had no idea that a year later, he would find himself at the very epicenter of the world's most cataclysmic financial crisis since the Great Depression. Major institutions including Bear Stearns, Fannie Mae, Freddie Mac, Lehman Brothers, AIG, Merrill Lynch, and Citigroup, among others-all steeped in rich, longstanding tradition-literally teetered at the edge of collapse. Panic ensnared international markets. Worst of all, the credit crisis spread to all parts of the U.S. economy and grew more ominous with each passing day, destroying jobs across America and undermining the financial security millions of families had spent their lifetimes building.

This was truly a once-in-a-lifetime economic nightmare. Events no one had thought possible were happening in quick succession, and people all over the globe were terrified that the continuing downward spiral would bring unprecedented chaos. All eyes turned to the United States Treasury Secretary to avert the disaster.

This, then, is Hank Paulson's first-person account. From the man who was in the very middle of this perfect economic storm, On the Brink is Paulson's fast-paced retelling of the key decisions that had to be made with lightning speed. Paulson puts the reader in the room for all the intense moments as he addressed urgent market conditions, weighed critical decisions, and debated policy and economic considerations with of all the notable players-including the CEOs of top Wall Street firms as well as Ben Bernanke, Timothy Geithner, Sheila Bair, Nancy Pelosi, Barney Frank, presidential candidates Barack Obama and John McCain, and then-President George W. Bush.

More than an account about numbers and credit risks gone bad, On the Brink is an extraordinary story about people and politics-all brought together during the world's impending financial Armageddon.

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Read the Author's Note from On the Brink

The pace of events during the financial crisis of 2008 was truly breathtaking. In this book, I have done my best to describe my actions and the thinking behind them during that time, and to convey the breakneck speed at which events were happening all around us.

I believe the most important part of this story is the way Ben Bernanke, Tim Geithner, and I worked as a team through the worst financial crisis since the Great Depression. There can't be many other examples of economic leaders managing a crisis who had as much trust in one another as we did. Our partnership proved to be an enormous asset during an incredibly difficult period. But at the same time, this is my story, and as hard as I have tried to reflect the contributions made by everyone involved, it is primarily about my work and that of my talented and dedicated team at Treasury.

--Henry M. Paulson

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Amazon Interview: Henry M. Paulson on On the Brink

We spoke with Henry M. Paulson in late January 2010, just before the release of On the Brink. You can listen to parts one and two of the Omnivoracious Podcast of the interview, and read a full transcript, in addition to these excerpts:

Amazon.com: You accepted the job as Treasury secretary in 2006, with some reluctance. Did you have any idea what you were getting into?

Paulson: I had a pretty clear idea that there would be a credit crisis sometime when I was in Washington. And I told the president I thought there'd be one, and the first major meeting I had with him I spent just talking about that topic. But I did not anticipate a crisis of the magnitude we faced--didn't anticipate that at all--and I certainly was bordering on naive in my understanding of the regulatory powers and authorities in Washington.

Amazon.com: You talked about [Ben] Bernanke's great knowledge of history. How much of a guide could history be?

Paulson: I can answer that two ways. First of all, history is a guide in one very real sense: that if you let the financial system collapse, and don't do enough to stave off disaster, the people who are going to suffer, the innocent victims, are going to be the American people. It's not going to be the banks, or the financial sector. So you need to do everything you can to put out the fire before it gets out of control. I think to that extent history was an important guide.

Otherwise, there wasn't much you could learn from history. That's a big lesson, but we were dealing with a financial system and markets very different from what had existed many years ago. Huge concentration in the industry, so if you had two or three firms go down in succession you'd have a domino effect. The whole system could collapse, and it wouldn't take much to have unemployment levels equal to what we had at the Great Depression, and it could happen very quickly. And we didn't have the tools we needed to work with. The regulatory system hadn't been updated since the Great Depression, essentially; the regulatory authorities hadn't. We didn't have the authorities for dealing with major non-banks, and winding them down. So in many ways what were doing was we were dealing with--I said in the book--duct tape and baling wire. We were making do with the authorities we had, which were woefully inadequate.

Amazon.com: And scrambling to get more authories.

Paulson: And scrambling to get more authorities. And in many ways this book is the story of the collision of politics and markets, and it's the story of a race against time to get more authorities. And I think one of the things that really comes through in the book is all of the different elements of the crisis that were coming at us simultaneously.

You could just see it. We could see it and it was one of the most frustrating--when I look at the things I could have done better, there were a lot of them and they come out in the book, but the communications challenges were huge. I mean, I sat there when the capital markets froze, before we went to Congress, and the money markets weren't working, and I just tried to think about how to explain this. Because I knew--I was seeing major, blue-chip industrial companies that were having trouble raising financing, so I knew with $3.4 trillion of money market funds, and with everything that was just getting ready to break apart, that if the system had collapsed there'd be thousands and thousands and thousands of mainstream industrial companies--middle-sized companies, large companies--that wouldn't be able to raise their short-term funding, finance their inventories, pay their people. People wouldn't have been able to pay their bills. This would have rippled through the economy. We would then have had--well, today we have over 10% unemployment. That's terrible. And that's after everything we've done. If the system had collapsed, when we were on the brink, unemployement easily could have been at the 25% level that we saw at the Great Depression, and the value destruction--much greater than we've had in terms of home prices and in terms of people's savings accounts and stock portfolios and so on.

Amazon.com: And now it looks like 2010 is going to be the year that the Obama administration tackles financial reform. In the last section of your book you mention some lessons that you took out of the crisis.

Paulson: Yeah, this is absolutely critical. And I am not shocked but very unhappy we don't have this yet, because people in this country are angry. Now they're very angry about bonuses and compensation levels on Wall Street, and rightfully so, after everything that's been done to save Wall Street. But what they should be angry about is that we have a system that made this necessary. And so what we need to do is we need to channel some of that anger toward fixing the system so never again do we have major financial institutions that are too big to fail.

Amazon.com: And do you worry that the further we get from the crisis the harder it will be to make those necessary reforms?

Paulson: Of course I do. The thing I worry about the most is I don't want another Treasury secretary to ever be sitting there like I was, without the tools and authorities you need to protect our country, protect our economy, and protect the people. It's a helpless feeling and it's a terrible feeling, and we should never be in this place. Our authorities need to be updated, our financial regulatory structure needs to be updated, and I'm optimistic about the future if we do this.

If we don't, we will have another crisis. You always do. That's the history of mankind. If you go back, as long as we've had banks and financial institutions, there have been excesses, no matter how hard you try to avoid them, and there are going to be financial crises, and we need the tools in place and the regulatory system in place to be able to have a better visibility into what's going on and then be able to put out the fire when it starts, without costing the American people as much as this one did.

Read the full interview.

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Fast-paced and dramatic re-telling of the financial crisis that nearly bought the developed world to its knees. Hank Paulson was without doubt at the absolute epicentre of the recent economic storm, and his account of how he dealt with the greatest financial crisis since the Great Depression will make for absolutely fascinating reading. The book contains all the decisive moments in the economic crisis, including the pivotal meetings with mortgage giants Fannie Mae and Freddie Mac, as well as Paulson's personal recollections of and conversations with President Bush, President Obama, Federal Reserve Chairman Ben Bernanke and current Treasury Secretary Timothy Geithner. As well as detailing the major decisions taken during the height of the crisis, Paulson will also put forth the policies he believes need to be implemented to take us securely into the future.

Outliers: The Story of Success

by Malcolm Gladwell from Little, Brown and Company

Amazon Best of the Month, November 2008: Now that he's gotten us talking about the viral life of ideas and the power of gut reactions, Malcolm Gladwell poses a more provocative question in Outliers: why do some people succeed, living remarkably productive and impactful lives, while so many more never reach their potential? Challenging our cherished belief of the "self-made man," he makes the democratic assertion that superstars don't arise out of nowhere, propelled by genius and talent: "they are invariably the beneficiaries of hidden advantages and extraordinary opportunities and cultural legacies that allow them to learn and work hard and make sense of the world in ways others cannot." Examining the lives of outliers from Mozart to Bill Gates, he builds a convincing case for how successful people rise on a tide of advantages, "some deserved, some not, some earned, some just plain lucky."

Outliers can be enjoyed for its bits of trivia, like why most pro hockey players were born in January, how many hours of practice it takes to master a skill, why the descendents of Jewish immigrant garment workers became the most powerful lawyers in New York, how a pilots' culture impacts their crash record, how a centuries-old culture of rice farming helps Asian kids master math. But there's more to it than that. Throughout all of these examples--and in more that delve into the social benefits of lighter skin color, and the reasons for school achievement gaps--Gladwell invites conversations about the complex ways privilege manifests in our culture. He leaves us pondering the gifts of our own history, and how the world could benefit if more of our kids were granted the opportunities to fulfill their remarkable potential. --Mari Malcolm

In this stunning new book, Malcolm Gladwell takes us on an intellectual journey through the world of "outliers"--the best and the brightest, the most famous and the most successful. He asks the question: what makes high-achievers different? His answer is that we pay too much attention to what successful people are like, and too little attention to where they are from: that is, their culture, their family, their generation, and the idiosyncratic experiences of their upbringing. Along the way he explains the secrets of software billionaires, what it takes to be a great soccer player, why Asians are good at math, and what made the Beatles the greatest rock band.


Brilliant and entertaining, OUTLIERS is a landmark work that will simultaneously delight and illuminate.

Drive: The Surprising Truth About What Motivates Us

by Daniel H. Pink from Riverhead Hardcover

hardback, Riverhead Hardcover,by Daniel H. Pink

Linchpin: Are You Indispensable?

by Seth Godin from Portfolio Hardcover

Amazon Exclusive: Hugh MacLeod Reviews Linchpin

Hugh MacLeod is an artist, cartoonist, and Web 2.0 pundit whose blog, gapingvoid.com, has two million unique monthly visitors. His first book, Ignore Everybody, was an Amazon Top Ten Business Book of the Year and a Wall Street Journal bestseller. Read his exclusive Amazon guest review of Linchpin:

This is by far Seth’s most passionate book. He’s pulling fewer punches. He’s out for blood. He’s out to make a difference. And that glorious, heartfelt passion is obvious on every page, even if it is in Seth’s usual quiet, lucid, understated manner.

A linchpin, as Seth describes it, is somebody in an organization who is indispensable, who cannot be replaced—her role is just far too unique and valuable. And then he goes on to say, well, seriously folks, you need to be one of these people, you really do. To not be one is economic and career suicide.

No surprises there—that’s exactly what one would expect Seth to say. But here’s where it gets interesting.

In his best-known book, Purple Cow, Seth’s message was, “Everyone’s a marketer now.” In All Marketers Are Liars, his message was, “Everyone’s a storyteller now.” In Tribes, his message was, “Everyone’s a leader now.”

And from Linchpin?

"Everyone’s an artist now."

By Seth’s definition, an artist is not just some person who messes around with paint and brushes, an artist is somebody who does (and I LOVE this term) “emotional work.”

Work that you put your heart and soul into. Work that matters. Work that you gladly sacrifice all other alternatives for. As a working artist and cartoonist myself, I know exactly what he means. It’s not what you do, it’s the way that you do it.

The only people who have a hope of becoming linchpins in any organization, who have any hope of changing anything for the better in real terms, are those who have the capacity to do “emotional work” at a high level—to be true artists at whatever they set their minds on doing. The guys who just plod around the office corridors, just turning up for their paycheck.... Well, those guys don’t have a prayer, poor things. The world is just too interesting and competitive now.

And Seth then challenges us, the readers, to become linchpins ourselves. To make the leap. To become artists. To do emotional work, whatever the sacrifice may be. It’s our choice, and it’s our burden. Seth won’t be there to catch us if we fall, but to become the people we need to be eventually, well, we probably wouldn’t want him to, anyway.

Congratulations, Seth. You have penned a real gem of a book here. Rock on.

--Hugh MacLeod

"The only way to get what you're worth is to stand out, to exert emotional labor, to be seen as indispensable, and to produce interactions that organizations and people care deeply about."

In bestsellers such as Purple Cow and Tribes, Seth Godin taught readers how to make remarkable products and spread powerful ideas. But this book is different. It's about you - your choices, your future, and your potential to make a huge difference in whatever field you choose.

There used to be two teams in every workplace: management and labor. Now there's a third team, the linchpins. These people invent, lead (regardless of title), connect others, make things happen, and create order out of chaos. They figure out what to do when there's no rule book. They delight and challenge their customers and peers. They love their work, pour their best selves into it, and turn each day into a kind of art.

Linchpins are the essential building blocks of great organizations. Like the small piece of hardware that keeps a wheel from falling off its axle, they may not be famous but they're indispensable. And in today's world, they get the best jobs and the most freedom.

Have you ever found a shortcut that others missed? Seen a new way to resolve a conflict? Made a connection with someone others couldn't reach? Even once? Then you have what it takes to become indispensable, by overcoming the resistance that holds people back. Linchpin will show you how to join the likes of...

*Keith Johnson, who scours flea markets across the country to fill Anthropologie stores with unique pieces.
*Marissa Mayer, who keeps Google focused on the things that really matter.
*Jason Zimdars, a graphic designer who got his dream job at 37signals without a résumé.
*David, who works at Dean and Deluca coffeeshop in New York. He sees every customer interaction as a chance to give a gift and is cherished in return.

As Godin writes, "Every day I meet people who have so much to give but have been bullied enough or frightened enough to hold it back. It's time to stop complying with the system and draw your own map. You have brilliance in you, your contribution is essential, and the art you create is precious. Only you can do it, and you must."

StrengthsFinder 2.0: A New and Upgraded Edition of the Online Test from Gallup's Now, Discover Your Strengths

by Tom Rath from Gallup Press

ACCESS CODE PACKET OPENED, MAY NOT BE VALID, BOOK IN OUTSTANDING CONDITION!

Too Big to Fail: The Inside Story of How Wall Street and Washington Fought to Save the Financial System---and Themselves

by Andrew Ross Sorkin from Viking Adult

A real-life thriller about the most tumultuous period in America’s financial history by an acclaimed New York Times Reporter

Andrew Ross Sorkin delivers the first true behind-the-scenes, moment-by-moment account of how the greatest financial crisis since the Great Depression developed into a global tsunami. From inside the corner office at Lehman Brothers to secret meetings in South Korea, and the corridors of Washington, Too Big to Fail is the definitive story of the most powerful men and women in finance and politics grappling with success and failure, ego and greed, and, ultimately, the fate of the world’s economy.

“We’ve got to get some foam down on the runway!” a sleepless Timothy Geithner, the then-president of the Federal Reserve of New York, would tell Henry M. Paulson, the Treasury secretary, about the catastrophic crash the world’s financial system would experience.

Through unprecedented access to the players involved, Too Big to Fail re-creates all the drama and turmoil, revealing never disclosed details and elucidating how decisions made on Wall Street over the past decade sowed the seeds of the debacle. This true story is not just a look at banks that were “too big to fail,” it is a real-life thriller with a cast of bold-faced names who themselves thought they were too big to fail.

The Quants: How a New Breed of Math Whizzes Conquered Wall Street and Nearly Destroyed It

by Scott Patterson from Crown Business

“Beware of geeks bearing formulas.”
--Warren Buffett
 
In March of 2006, the world’s richest men sipped champagne in an opulent New York hotel.  They were preparing to compete in a poker tournament with million-dollar stakes, but those numbers meant nothing to them.  They were accustomed to risking billions.  
 
At the card table that night was Peter Muller, an eccentric, whip-smart whiz kid who’d studied theoretical mathematics at Princeton and now managed a fabulously successful hedge fund called PDT…when he wasn’t playing his keyboard for morning commuters on the New York subway.  With him was Ken Griffin, who as an undergraduate trading convertible bonds out of his Harvard dorm room had outsmarted the Wall Street pros and made money in one of the worst bear markets of all time.  Now he was the tough-as-nails head of Citadel Investment Group, one of the most powerful money machines on earth. There too were Cliff Asness, the sharp-tongued, mercurial founder of the hedge fund AQR, a man as famous for his computer-smashing rages as for his brilliance, and Boaz Weinstein, chess life-master and king of the credit default swap, who while juggling $30 billion worth of positions for Deutsche Bank found time for frequent visits to Las Vegas with the famed MIT card-counting team.  
 
On that night in 2006, these four men and their cohorts were the new kings of Wall Street.  Muller, Griffin, Asness, and Weinstein were among the best and brightest of a  new breed, the quants.  Over the prior twenty years, this species of math whiz --technocrats who make billions not with gut calls or fundamental analysis but with formulas and high-speed computers-- had usurped the testosterone-fueled, kill-or-be-killed risk-takers who’d long been the alpha males the world’s largest casino.  The quants believed that a dizzying, indecipherable-to-mere-mortals cocktail of differential calculus, quantum physics, and advanced geometry held the key to reaping riches from the financial markets.  And they helped create a digitized money-trading machine that could shift billions around the globe with the click of a mouse.  
 
Few realized that night, though, that in creating this unprecedented machine, men like Muller, Griffin, Asness and Weinstein had sowed the seeds for history’s greatest financial disaster.  
 
Drawing on unprecedented access to these four number-crunching titans, The Quants tells the inside story of what they thought and felt in the days and weeks when they helplessly watched much of their net worth vaporize – and wondered just how their mind-bending formulas and genius-level IQ’s had led them so wrong, so fast.  Had their years of success been dumb luck, fool’s gold, a good run that could come to an end on any given day?  What if The Truth they sought -- the secret of the markets -- wasn’t knowable? Worse, what if there wasn’t any Truth?
 
In The Quants, Scott Patterson tells the story not just of these men, but of Jim Simons, the reclusive founder of the most successful hedge fund in history; Aaron Brown, the quant who used his math skills to humiliate Wall Street’s old guard at their trademark game of Liar’s Poker, and years later found himself with a front-row seat to the rapid emergence of mortgage-backed securities; and gadflies and dissenters such as Paul Wilmott, Nassim Taleb, and Benoit Mandelbrot.  
 
With the immediacy of today’s NASDAQ close and the timeless power of a Greek tragedy, The Quants is at once a masterpiece of explanatory journalism, a gripping tale of ambition and hubris…and an ominous warning about Wall Street’s future.
  

SuperFreakonomics: Global Cooling, Patriotic Prostitutes, and Why Suicide Bombers Should Buy Life Insurance

by Steven D. Levitt from William Morrow

Book Description

The New York Times best-selling Freakonomics was a worldwide sensation, selling over four million copies in thirty-five languages and changing the way we look at the world. Now, Steven D. Levitt and Stephen J. Dubner return with SuperFreakonomics, and fans and newcomers alike will find that the freakquel is even bolder, funnier, and more surprising than the first.

Four years in the making, SuperFreakonomics asks not only the tough questions, but the unexpected ones: What's more dangerous, driving drunk or walking drunk? Why is chemotherapy prescribed so often if it's so ineffective? Can a sex change boost your salary?

SuperFreakonomics challenges the way we think all over again, exploring the hidden side of everything with such questions as:

• How is a street prostitute like a department-store Santa?
• Why are doctors so bad at washing their hands?
• How much good do car seats do?
• What's the best way to catch a terrorist?
• Did TV cause a rise in crime?
• What do hurricanes, heart attacks, and highway deaths have in common?
• Are people hard-wired for altruism or selfishness?
• Can eating kangaroo save the planet?
• Which adds more value: a pimp or a Realtor?

Levitt and Dubner mix smart thinking and great storytelling like no one else, whether investigating a solution to global warming or explaining why the price of oral sex has fallen so drastically. By examining how people respond to incentives, they show the world for what it really is - good, bad, ugly, and, in the final analysis, super freaky.

Freakonomics has been imitated many times over - but only now, with SuperFreakonomics, has it met its match.

From Superfreakonomics: Where do you stand on the freak-o-meter?

Four years ago, you were cool. You read Freakonomics when it first came out. You impressed family and friends and dazzled dates with the insights you gleaned. Now Steven D. Levitt and Stephen J. Dubner return with Superfreakonomics, a freakquel even bolder, funnier, and more surprising than the first.

Have you been keeping up? Can you call yourself a SuperFreak? Test your Superfreakonomics know-how now:

Question 1: 5 points
According to Superfreakonomics, what has been most helpful in improving the lives of women in rural India?
A. The government ban on dowries and sex-selective abortions
B. The spread of cable and satellite television
C. Projects that pay women to not abort female babies
D. Condoms made specially for the Indian market

Question 2: 3 points
Among Chicago street prostitutes, which night of the week is the most profitable?
A. Saturday
B. Monday
C. Wednesday
D. Friday

Question 3: 5 points
You land in an emergency room with a serious condition and your fate lies in the hands of the doctor you draw. Which characteristic doesn’t seem to matter in terms of doctor skill?
A. Attended a top-ranked medical school and served a residency at a prestigious hospital
B. Is female
C. Gets high ratings from peers
D. Spends more money on treatment

Question 4: 3 points
Which cancer is chemotherapy more likely to be effective for?
A. Lung cancer
B. Melanoma
C. Leukemia
D. Pancreatic cancer

Question 5: 5 points
Half of the decline in deaths from heart disease is mainly attributable to:
A. Inexpensive drugs
B. Angioplasty
C. Grafts
D. Stents

Question 6: 3 points
True or False: Child car seats do a better job of protecting children over the age of 2 from auto fatalities than regular seat belts.

Question 7: 5 points
What’s the best thing a person can do personally to cut greenhouse gas emissions?
A. Drive a hybrid car
B. Eat one less hamburger a week
C. Buy all your food from local sources

Question 8: 3 points
Which is most effective at stopping the greenhouse effect?
A. Public-awareness campaigns to discourage consumption
B. Cap-and-trade agreements on carbon emissions
C. Volcanic explosions
D. Planting lots of trees

Question 9: 5 points
In the 19th century, one of the gravest threats of childbearing was puerperal fever, which was often fatal to mother and child. Its cause was finally determined to be:
A. Tight bindings of petticoats early in the pregnancy
B. Foul air in the delivery wards
C. Doctors not taking sanitary precautions
D. The mother rising too soon in the delivery room

Question 10: 3 points
Which of the following were not aftereffects of the World Trade Center and Pentagon attacks on September 11, 2001:
A. The decrease in airline traffic slowed the spread of influenza.
B. Thanks to extra police in Washington, D.C., crime fell in that city.
C. The psychological effects of the attacks caused people to cut back on their consumption of alcohol, which led to a decrease in traffic accidents.
D. The increase in border security was a boon to some California farmers, who, as Mexican and Canadian imports declined, sold so much marijuana that it became one of the states most valuable crops.

Answers and Scoring
Question 1
B, Cable and satellite TV. Women with television were less willing to tolerate wife beating, less likely to admit to having a “son preference,” and more likely to exercise personal autonomy. Plus, the men were perhaps too busy watching cricket.

Question 2
A, Saturday nights are the most profitable. While Friday nights are the busiest, the single greatest determinant of a prostitute’s price is the specific trick she is hired to perform. And for whatever reason, Saturday customers purchase more expensive services.

Question 3
C, One factor that doesn’t seem to matter is whether a doctor is highly rated by his or her colleagues. Those named as best by their colleagues turned out to be no better than average at lowering death rates--although they did spend less money on treatments.

Question 4
C, Leukemia. Chemotherapy has proven effective on some cancers, including leukemia, lymphoma, Hodgkin’s disease, and testicular cancer, especially if these cancers are detected early. But in most cases, chemotherapy is remarkably ineffective, often showing zero discernible effect. That said, cancer drugs make up the second-largest category of pharmaceutical sales, with chemotherapy comprising the bulk.

Question 5
A, Inexpensive drugs. Expensive medical procedures, while technologically dazzling, are responsible for a remarkably small share of the improvement in heart disease. Roughly half of the decline has come from reductions in risk factors like high cholesterol and high blood pressure, both of which are treated with relatively inexpensive drugs. And much of the remaining decline is thanks to ridiculously inexpensive treatments like aspirin, heparin, ACE inhibitors, and beta-blockers.

Question 6
False. Based on extensive data analysis as well as crash tests paid for by the authors, old-fashioned seat belts do just as well as car seats.

Question 7
B, Shifting less than one day per week’s worth of calories from red meat and dairy products to chicken, fish, eggs, or a vegetable-based diet achieves more greenhouse-gas reduction than buying all locally sourced food, according to a recent study by Christopher Weber and H. Scott Matthews, two Carnegie Mellon researchers. Every time a Prius or other hybrid owner drives to the grocery store, she may be cancelling out its emissions-reducing benefit, at least if she shops in the meat section. Emission from cows, as well as sheep and other ruminants, are 25 times more potent as a greenhouse gas than the carbon dioxide released by cars and humans.

Question 8
C, the 1991 eruption of Mount Pinatubo in the Philippines discharged more than 20 million tons of sulfur dioxide into the atmosphere, which acted like a layer of sunscreen, reducing the amount of solar radiation and cooling off the earth by an average of one degree F.

Question 9
C, doctors not taking sanitary precautions. This was the dawning age of the autopsy, and doctors did not yet know the importance of washing their hands after leaving the autopsy room and entering the delivery room.

Question 10
C, the psychological effect of the attacks caused people to increase their alcohol consumption, and traffic accidents increased as a result.

Scoring
32-40: Certified SuperFreak
25-31: Freak--surprises lay in wait for you
16-24: Wannabe freak--you’ve got some reading to do
1-15: Conventional wisdomer--you’re still thinking in old ways

The New York Times bestselling Freakonomics was a worldwide sensation, selling more than four million copies in thirty-five languages and changing the way we look at the world.

Steven D. Levitt and Stephen J. Dubner return with Superfreakonomics, and fans and newcomers alike will find that the freakquel is even bolder, funnier, and more surprising than the first.

SuperFreakonomics challenges the way we think all over again, exploring the hidden side of everything with such questions as:

• How is a street prostitute like a department-store Santa?
• What do hurricanes, heart attacks, and highway deaths have in common?
• Can eating kangaroo save the planet?

Levitt and Dubner mix smart thinking and great storytelling like no one else. By examining how people respond to incentives, they show the world for what it really is—good, bad, ugly, and, in the final analysis, super freaky. Freakonomics has been imitated many times over—but only now, with SuperFreakonomics, has it met its match.

The 4-Hour Workweek, Expanded and Updated: Expanded and Updated, With Over 100 New Pages of Cutting-Edge Content.

by Timothy Ferriss from Crown

I'm new to Amazon selling. If you read Tim Ferriss' post about his book launch, you may recall the "Plan B" option for people to purchase a lot of 100 books (at retail). I was one of those people. As I post this, I am selling the books in NEW, UNOPENED CONDITION AT THE LOWEST PRICE ON AMAZON - probably anywhere it is available!