这是一本探究东西方思维差异的经典之作，著名经济学家汪丁丁倾情作序！从风水说到宇宙哲学，从比较语言学到经济史，一道文化上的鸿沟横亘在亚里士多德的子嗣和孔夫子的后代之间。然而，在当今这样一个全球化的时代，东西方之间跨文化的理解和协作尤为重要。本书通过广博的知识和开阔的视野，为东西方的人们在文化上的沟通，架设了一座意义非凡的桥梁。
消除东西方文化鸿沟，在全球化背景下如何求同存异，共享一个平台，就是本书出版的初衷。
为何中国人长于算术而几何偏弱，而欧几里德时代的希腊人却相反？为何西方人的婴儿学起名词来比动词要快，而东亚人却截然不同？这些感知上的不同会对未来的国际政治产生何种影响？福山的“历史的终结”或亨廷顿的“文明的冲突”，哪一个更有道理呢？
尼斯贝特教授通过一些别出心裁的试验，得出了一些令人讶异的结论，东方人重视背景以及事物之间的联系，西方人聚焦于具体物体而忽略与背景的联系，用简短的话概括：“西方人见木，东方人见森．”东西方的思维方式是如此迥异，如何在沟通中想他人所想，本书中的试验结果是很有参考价值的。
从风水说到宇宙哲学，从比较语言学到经济史，一道文化上的鸿沟横亘在亚里士多德的子嗣和孔夫子的后代之间。然而，在当今这样一个全球化的时代，东西方之间跨文化的理解和协作尤为重要。本书通过广博的知识和开阔的视野，为东西方的人们在文化上的沟通，架设了一座意义非凡的桥梁。

本书作者应用批判性思维领域的最新研究成果，列举科学研究和日常生活中的大量实例，教授人们富有理性、逻辑性和批判性地提出、思考、判断和解决问题的方法。
全书立论严谨，深入浅出，贴近实际，指导性强，深受广大读者的欢迎，在美国被誉为指导批判性思维“最成功的”书籍之一。

你认为坚持就一定会成功？
你总忍不住与别人比较？
你觉得应该为了家人牺牲自己的幸福？
你相信星座，也笃信有天生幸运儿？
你时常觉得没有安全感？
你时常会抱怨别人？
你觉得结婚不买房的男人没有前途？
你对现在的工作提不起兴趣？
只有有钱才能够幸福吗？
小人物就无法对抗不公平吗？
如果上面有一个问题的答案是YSE，那么这本书就是你需要的！

在《思维版图》中，尼斯贝特教授帮我们解开了这道悖论题。他为我们精心准备并生动呈现了多堂实验课，涉及工作、教育、日常生活、心理学、哲学、医学、犯罪学、玄学等多个方面。他告诉我们，思维是有疆域的，我们解不开的那道悖论题就是思维定式作怪的结果。
在当今这样一个全球化的时代，跨文化、跨领域、跨学科的理解和协作尤为重要。学习、工作和拼搏于21世纪的我们，面对日益激烈的竞争环境和全球化的进程，需要怎样的方法、想法和眼界才能跳出思维定式呢？
海外求学的你、职场中打拼的你、身为孩子父母和老师的你，以及作为企业家的你，从现在开始马上阅读这《思维版图》！它会在你们的思维里刮起一场堪比“蝴蝶效应”的风暴，助你打破迷思，使学习、工作和生活事半功倍。海外求学的中国学子们如何才能写出得“A”的主修课论文？跨国公司打拼的你如何才能拿出让外方老总满意的方案？帮孩子咿呀学语的你如何才能让孩子学动词和学名词一样快？教导学生的你如何才能让学生的几何成绩和数学成绩一样优秀？……
我们常常会被这些问题困扰，也付诸努力去解决，但往往事倍功半。

When Linda Babcock asked why so many male graduate students were teaching their own courses and most female students were assigned as assistants, her dean said: "More men ask. The women just don't ask." It turns out that whether they want higher salaries or more help at home, women often find it hard to ask. Sometimes they don't know that change is possible--they don't know that they can ask. Sometimes they fear that asking may damage a relationship. And sometimes they don't ask because they've learned that society can react badly to women asserting their own needs and desires. By looking at the barriers holding women back and the social forces constraining them, "Women Don't Ask" shows women how to reframe their interactions and more accurately evaluate their opportunities. It teaches them how to ask for what they want in ways that feel comfortable and possible, taking into account the impact of asking on their relationships. And it teaches all of us how to recognize the ways in which our institutions, child-rearing practices, and unspoken assumptions perpetuate inequalities--inequalities that are not only fundamentally unfair but also inefficient and economically unsound. With women's progress toward full economic and social equality stalled, women's lives becoming increasingly complex, and the structures of businesses changing, the ability to negotiate is no longer a luxury but a necessity. Drawing on research in psychology, sociology, economics, and organizational behavior as well as dozens of interviews with men and women from all walks of life, "Women Don't Ask" is the first book to identify the dramatic difference between men and women in their propensity to negotiate for what they want. It tells women how to ask, and why they should.

“深刻阐释男性和女性谈判方式差异的第一本书”
为什么女性从来不要求？她们不要求加薪，不要求升职，总是远离可能造成的谈判气氛。从对孩提时代的玩具娃娃和游戏规则，到成年后的焦虑和障碍的研究中，著名经济学博士琳达•巴布科克和她的合作者首次发现，性别差异导致的行为模式是女性不愿提出要求和谈判的根本原因。本书大量的亲身访谈和相关研究成果，为我们一一揭示了女性在职场和生活中的心理及行为特征，以及女性与男性行为模式的种种差别。在对性别差异的精彩分析中，作者为女性改变自身思考方式，赢得谈判提出了绝对实用的建议。读完本书，相信女性读者会重新认识到谈判的力量，在谈判中发掘身边的机遇，最终改变自己的职业和生活状态！

Why do people dodge responsibility when things fall apart? Why the parade of public figures unable to own up when they make mistakes? Why the endless marital quarrels over who is right? Why can we see hypocrisy in others but not in ourselves? Are we all liars? Or do we really believe the stories we tell? Renowned social psychologists Carol Tavris and Elliot Aronson take a compelling look into how the brain is wired for self-justification. When we make mistakes, we must calm the cognitive dissonance that jars our feelings of self-worth. And so we create fictions that absolve us of responsibility, restoring our belief that we are smart, moral, and right - a belief that often keeps us on a course that is dumb, immoral, and wrong. Backed by years of research and delivered in lively, energetic prose, "Mistakes Were Made (But Not by Me)" offers a fascinating explanation of self-deception - how it works, the harm it can cause, and how we can overcome it.

失败是因为选择错误！这是第一本运用脑神经科学的惊人发现指导我们做出正确决定的书。
自柏拉图以来，哲学家就认为决定过程要么是理性的、要么是感性的。也就是说，我们要么仔细慎重地思考，要么“眼睛一眨”凭直觉做决定。
当科学家运用神经科学的最新工具打开大脑黑箱时，他们发现大脑并不是这样工作的。最好的决策是精心调和理智和情感的产物——具体怎么调和，取决于情境。例如，买房子时，最好让潜意识仔细考虑众多变量。但是选择股票时，直觉则会让我们误入歧途。诀窍在于知道什么时候该用什么脑区。而要做到这一点，我们需要更加努力（更加睿智）地思考自己是怎么思考的。
通过神经科学的前沿研究以及真实世界众多“决策者”——从飞行员到对冲基金投资者，从连环杀手到扑克选手——案例，乔纳•莱勒用我们所需的工具将我们武装起来。
莱勒还展示了一些人是怎么利用这门新知识制作更好的电视节目、赢得更多场足球比赛以及加强军事情报部门建设的。他的目标是回答任何人——从CEO到消防员——都感兴趣的两个问题：人脑是如何决策的？我们怎样做出更好的决定？在这本书里，会频繁出现“神”这个词。然而我并不是一个宗教家，也没有什么宗教信仰，当然也没有打算入教。我只是喜欢“神”这个词的发音而已。
当你走在路上的时候，一辆卡车忽然冲到面前，你可能会大叫“神啊”。在这样的语境里，我认为“神”也没有什么特殊的意义吧。
因此，我所说的“神”也没有特定的含义，只是因为喜欢，所以用在了这本书里。
我只是希望那些由于找不回人类的本质而痛苦的人们，能够回想起自己所失去的东西。而神的作用就在于此，我只不过在书中借用了一下而已。
那么，我所说的人类的本质是什么呢？
人类其实是一种一边为打破界限而惊喜，一边生存的动物。

“卓越，但还不够。”这是本书出现频率最高的话，也一语道破人类思维停滞僵化的原因。本书建立起了新的思维观念，爱德华•德波诺在肯定人类思维成就的基础上，对影响思维进一步发展的23个因素做出了反思，并提出了一些改变建议，提出人们要在已有思维的基础上，加强创造性思维、设计性思维和感性思维等。
在社会历史发展的进程中，人类取得了卓越的成就，但这不意味着人类的思维也是完美的。本书分别从个人、社会、教育、管理、知识和思维本身7个方面分析了思维的现状与可操作性极强的改进建议与具体方法。毕竟，在信息经济时代，我们必须依靠自己的创意才能生存。

Problems are a central part of human life. The Psychology of Problem Solving organizes in one volume much of what psychologists know about problem solving and the factors that contribute to its success or failure. There are chapters by leading experts in this field, including Miriam Bassok, Randall Engle, Anders Ericsson, Arthur Graesser, Keith Stanovich, Norbert Schwarz, and Barry Zimmerman, among others. The Psychology of Problem Solving is divided into four parts. Following an introduction that reviews the nature of problems and the history and methods of the field, Part II focuses on individual differences in, and the influence of, the abilities and skills that humans bring to problem situations. Part III examines motivational and emotional states and cognitive strategies that influence problem solving performance, while Part IV summarizes and integrates the various views of problem solving proposed in the preceding chapters.

Keith Johnstone's involvement with the theatre began when George Devine and Tony Richardson, artistic directors of the Royal Court Theatre, commissioned a play from him. This was in 1956. A few years later he was himself Associate Artistic Director, working as a play-reader and director, in particular helping to run the Writers' Group. The improvisatory techniques and exercises evolved there to foster spontaneity and narrative skills were developed further in the actors' studio then in demonstrations to schools and colleges and ultimately in the founding of a company of performers, called The Theatre Machine. Divided into four sections, 'Status', 'Spontaneity', 'Narrative Skills', and 'Masks and Trance', arranged more or less in the order a group might approach them, the book sets out the specific techniques and exercises which Johnstone has himself found most useful and most stimulating. The result is both an ideas book and a fascinating exploration of the nature of spontaneous creativity.