Why is Red Bull so popular – even though everyone hates the taste? Why do countdown boards on platforms take away the pain of train delays? And why do we prefer stripy toothpaste?

We think we are rational creatures. Economics and business rely on the assumption that we make logical decisions based on evidence.

But we aren’t, and we don’t.

In many crucial areas of our lives, reason plays a vanishingly small part. Instead we are driven by unconscious desires, which is why placebos are so powerful. We are drawn to the beautiful, the extravagant and the absurd – from lavish wedding invitations to tiny bottles of the latest fragrance. So if you want to influence people’s choices you have to bypass reason. The best ideas don’t make rational sense: they make you feel more than they make you think.

“This is a warm, wise and funny book which provides a terrific summary of some of the science – and stories – behind what makes work a positive part of people’s lives. From the importance of lunch to the value of laughter, this book gives witty and practical advice. I loved it and I’ve already started changing some of the things I do at work, as a result!” – Professor Sophie Scott

“Don’t quit yet! In this book, Bruce shares remarkable advice that may well have you laughing while you work and truly loving your job.” – Biz Stone, Twitter co-founder

You don’t have to be racist to be biased. Unconscious bias can be at work without our realizing it, and even when we genuinely wish to treat all people equally, ingrained stereotypes can infect our visual perception, attention, memory, and behavior. This has an impact on education, employment, housing, and criminal justice. In Biased, with a perspective that is at once scientific, investigative, and informed by personal experience, Jennifer Eberhardt offers us insights into the dilemma and a path forward.

Several million years ago, natural selection equipped us with binary, black-and-white brains. Though the world was arguably simpler back then, it was in many ways much more dangerous. Not coincidentally, the binary brain was highly adept at detecting risk: the ability to analyze threats and respond to changes in the sensory environment—a drop in temperature, the crack of a branch—was essential to our survival as a species.

Since then, the world has evolved—but we, for the most part, haven’t. Confronted with a panoply of shades of gray, our brains have a tendency to “force quit:” to sort the things we see, hear, and experience into manageable but simplistic categories. We stereotype, pigeon-hole, and, above all, draw lines where in reality there are none. In our modern, interconnected world, it might seem like we are ill-equipped to deal with the challenges we face—that living with a binary brain is like trying to navigate a teeming city center with a map that shows only highways.

In Black-and-White Thinking, the renowned psychologist Kevin Dutton pulls back the curtains of the mind to reveal a new way of thinking about a problem as old as humanity itself. While our instinct for categorization often leads us astray, encouraging polarization, rigid thinking, and sometimes outright denialism, it is an essential component of the mental machinery we use to make sense of the world. Simply put, unless we perceived our environment as a chessboard, our brains wouldn’t be able to play the game.

Using the latest advances in psychology, neuroscience, and evolutionary biology, Dutton shows how we can optimize our tendency to categorize and fine-tune our minds to avoid the pitfalls of too little, and too much, complexity. He reveals the enduring importance of three “super categories”—fight or flight, us versus them, and right or wrong—and argues that they remain essential to not only convincing others to change their minds but to changing the world for the better.

So often in life, we get stuck in a cycle of response. We put out fires. We deal with emergencies. We stay downstream, handling one problem after another, but we never make our way upstream to fix the systems that caused the problems. Cops chase robbers, doctors treat patients with chronic illnesses, and call-center reps address customer complaints. But many crimes, chronic illnesses, and customer complaints are preventable. So why do our efforts skew so heavily toward reaction rather than prevention?

Upstream probes the psychological forces that push us downstream—including “problem blindness,” which can leave us oblivious to serious problems in our midst. And Heath introduces us to the thinkers who have overcome these obstacles and scored massive victories by switching to an upstream mindset. One online travel website prevented twenty million customer service calls every year by making some simple tweaks to its booking system. A major urban school district cut its dropout rate in half after it figured out that it could predict which students would drop out—as early as the ninth grade. A European nation almost eliminated teenage alcohol and drug abuse by deliberately changing the nation’s culture.

What do the $350 million Ford Motor Company disaster known as the Edsel, the fast and incredible rise of Xerox, and the unbelievable scandals at General Electric and Texas Gulf Sulphur have in common? Each is an example of how an iconic company was defined by a particular moment of fame or notoriety; these notable and fascinating accounts are as relevant today to understanding the intricacies of corporate life as they were when the events happened.

Stories about Wall Street are infused with drama and adventure and reveal the machinations and volatile nature of the world of finance. Longtime New Yorker contributor John Brooks’s insightful reportage is so full of personality and critical detail that whether he is looking at the astounding market crash of 1962, the collapse of a well-known brokerage firm, or the bold attempt by American bankers to save the British pound, one gets the sense that history repeats itself.

What if the best was yet to come? Recent studies show that our happiness levels peak at age 82, and that our decision-making skills improve as we age. As more of us live past the age of 80, in this ground-breaking book, Dr Daniel Levitin uses cutting-edge research from neuroscience and psychology to demonstrate the benefits of getting older.

Packed with engaging interviews with individuals who thrived far beyond the conventional age of retirement, this book also reflects on challenges many readers will recognize. Levitin offers a realistic personal plan full of practical, cognitive enhancing tricks for everyone to follow over the years.