by Stephani Simmons
January 22, 2020
Author of Five New York Times Bestsellers — Talking to Strangers: What We Should Know about the People We Don’t Know, The Tipping Point, Blink, Outliers, What the Dog Saw, and David and Goliath; Co-Founder of Pushkin Industries
Malcolm Gladwell has an incomparable gift for generating value by interpreting groundbreaking research in psychology, sociology and neurology and applying it to business. He is the author of two New York Times #1 bestsellers. With his first book Malcolm embedded the concept of The Tipping Point in our everyday vocabulary and gave organizations new tools for understanding how and why change happens, and how to create positive epidemics of ideas and behavior.
Malcolm is an extraordinary speaker: always on target, aware of the context and the concerns of the audience, informative and practical, poised, eloquent and delightfully warm and funny. He is currently a staff writer for The New Yorker magazine, was formerly a reporter for The Washington Post, and was nominated for a National Magazine award.
In his book The Tipping Point, Malcolm describes how trends work and he helps companies apply this knowledge to their own business strategies. Using the principles of epidemiology—the study of epidemics—to understand the movement of ideas, he explains how trends start and spread and he offers tools for igniting, steering and/or sustaining the trends that matter to his audiences. He helps organizations identify the people who are crucial to the trend process and how to deploy their talents strategically. The ideas in The Tipping Point have kept the book on various bestseller lists since it was published . five years ago. His presentations on the ideas behind The Tipping Point have made him one of our most sought-after thought leaders.
In the Blink of an eye, the unconscious mind decides a lot of (often very important) things for us without our even knowing what we know or how we know it. In his groundbreaking book Blink, Malcolm describes how we make these intuitive decisions—both the good ones and the bad—and why some people are so much better at it than others. Drawing on cutting-edge neuroscience and psychology, he shows how good decision-making depends, not on how well we process information consciously, but on the few particular details we focus on unconsciously. And he explains how we can improve our intuitive instincts for interpreting these details correctly to become better decision makers—in our homes, in our offices, and in everyday life.
The implications for business practice are enormous. Full of extraordinary stories about how thinking without thinking works, this book and Malcolm’s presentations can enlighten anyone for whom human interaction deeply affects what they do.