Give and Take 给予和索取 英文原版 沃顿商学院受欢迎的成功课 成功的革新方法 亚当格兰特 Adam Grant 英文版进口英语书籍

书名：Give and Take: Why Helping Others Drives Our Success 沃顿商学院受欢迎的成功课
作者：Adam Grant亚当·格兰特
出版社名称：Penguin Books
出版时间：2014
语种：英文
ISBN：9780143124986
商品尺寸：14 x 1.8 x 21.3 cm
包装：平装
页数：320

Give and Take《沃顿商学院受欢迎的成功课》为我们身处的商业世界带来一个颠覆传统观念的道理：更懂付出的人，往往反而能够获得更多！

付出者、互利者、获取者，你是哪一种？而哪一种社交风格，才能引领你获得持久的成功？
《沃顿商学院受欢迎的成功课》颠覆商业世界游戏规则，重塑未来商业伦理，重新定义“成功”方程式：成功=努力 智慧 幸运 大气。善于付出的人，才是成功的人，乐于创造利他价值，才能成为赢家。
《沃顿商学院受欢迎的成功课》一书作者亚当·格兰特教授是沃顿商学院年轻的终身教授，也是谷歌公司喜爱的心理学家，他被美国《商业周刊》誉为“受欢迎的商学院教授”。他是世界500强企业和权威政府金融机构的顾问，他的大量研究成果被世界各大知名媒体进行专访和报道。美国心理学会赞誉格兰特“改变了我们对工作动机的既有认知，并点出了人际关系可带来无所不在、强而有力的激励因子”。
媒体评论：
“亚当·格兰特是正向心理学领域一颗冉冉上升的新星，他将科学和商业成败的故事天衣无缝地编织在一起，确证‘付出’长远来看更有利于合作成功。你会根据本书重新审视自己的生活。首先自己看，然后给你关心的人看。”——马丁·塞利格曼，美国心理学家、教育家、作家
“《沃顿商学院受欢迎的成功课》集前沿研究、可靠例证、深刻洞见于一身，得出惊人的结论：我们的人际关系如何导致成功与幸福。本书引人入胜、富有启发性，理应大获成功。”——格雷琴·鲁宾，美国作家和博客作者
“亚当·格兰特写出了一部划时代的著作，审视成就非凡的伟人。他介绍令人难忘的人物，从而证明流行的见解适得其反：登上ding峰的手段在于协调合作。《沃顿商学院受欢迎的成功课》展示了21世纪的成功之道。”——玛丽娅·埃特尔，耐克基金会奠基人和主席
“亚当·格兰特在这部引人入胜、醍醐灌顶的著作中颠倒了传统智慧的获取和前进观。故事动人心弦，研究引人注目。《沃顿商学院受欢迎的成功课》揭示了成功背后的惊人力量和我们改善自身的步骤。”——拉兹洛·博克，谷歌民众运作资深副总裁
“一言以蔽之，亚当·格兰特是他这一代出色的社会科学家。非但如此，他还是通俗易懂的作家。”——丹尼尔·平克，美国作家和记者，畅销书《驱动力》作者
A groundbreaking look at why our interactions with others hold the key to success, from the bestselling author of Originals.

Review

“Give and Takejust might be the most important book of this young century. As insightful and entertaining as Malcolm Gladwell at his best, this book has profound implications for how we manage our careers, deal with our friends and relatives, raise our children, and design our institutions. This gem is a joy to read, and it shatters the myth that greed is the path to success.” — Robert Sutton, author ofThe No Asshole Rule and Good Boss, Bad Boss
“Give and Takeis a truly exhilarating book—the rare work that will shatter your assumptions about how the world works and keep your brain firing for weeks after you've turned the last page.” — Daniel H. Pink, author ofDrive and A Whole New Mind
“Give and Takeis brimming with life-changing insights. As brilliant as it is wise, this is not just a book—it's a new and shining worldview. Adam Grant is one of the great social scientists of our time, and his extraordinary new book is sure to be a bestseller.” — Susan Cain, author ofQuiet
“Give and Takecuts through the clutter of clichés in the marketplace and provides a refreshing new perspective on the art and science of success. Adam Grant has crafted a unique, ‘must have’ toolkit for accomplishing goals through collaboration and reciprocity.” — William P. Lauder, Executive Chairman, The Estée Lauder Companies Inc.
“Give and Takeis a pleasure to read, extraordinarily informative, and will likely become one of the classic books on workplace leadership and management. It has changed the way I see my personal and professional relationships, and has encouraged me to be a more thoughtful friend and colleague.”—Jeff Ashby, NASA space shuttle commander
“WithGive and Take, Adam Grant has marshaled compelling evidence for a revolutionary way of thinking about personal success in business and in life. Besides the fundamentally uplifting character of the case he makes, readers will be delighted by the truly engaging way he makes it. This is a must read.” — Robert Cialdini, author ofInfluence
“Give and Takeis a brilliant, well-documented, and motivating debunking of ‘good guys finish last’! I've noticed for years that generosity generates its own kind of equity, and Grant's fascinating research and engaging style have created not only a solid validation of that principle but also practical wisdom and techniques for utilizing it more effectively. This is a super manifesto for getting meaningful things done, sustainably.” — David Allen, author ofGetting Things Done

我们常认为个人成功关键在于：努力、天赋和运气。而今天，亚当·格兰特在他划时代的著作中展示：成功在很大程度上取决于我们怎样和别人打交道。

格兰特探讨了成功人士的行为动机，以真实故事阐述他们的行为模式并找出实现持久成功的革命性方法。他带我们去看社交能手如何拓展交际圈，了解受欢迎的电视节目背后的创意天才为何甘愿长期默默付出，而安然公司的倒塌，以及这些年不断倒下的企业偶像，使我们不得不重视这些现象背后真正的缘由。
他发现，我们大多数人能被划为三类：付出者、互利者和获取者。获取者只关注谋求利益，互利者愿意等价交换可预期的好处，而付出者则是不同寻常的一类人：他们乐于分享，不求回报。在《沃顿商学院受欢迎的成功课》一书中，格兰特一反直觉地指出，善于付出的人才是成功的人。能带领公司走向辉煌，在金字塔顶屹立不倒的人，并不是获取者和互利者，反而是付出者。而究竟是哪些因素使一部分付出者成了垫脚石，另一部分却跃至成功的？格兰特对此深入挖掘，指引我们发展适合自己的社交风格，选择好且有效的付出方式，以实现可持续的成功。
格兰特指出，未来在“分享”与“合作”的时代主题下，只有付出者的影响力，才能真正带来稳定而持久的力量！
For generations, we have focused on the individual drivers of success: passion, hard work, talent, and luck. But in today's dramatically reconfigured world, success is increasingly dependent on how we interact with others. InGive and Take, Adam Grant, an award-winning researcher and Wharton's highest-rated professor, examines the surprising forces that shape why some people rise to the top of the success ladder while others sink to the bottom. Praised by social scientists, business theorists, and corporate leaders,Give and Takeopens up an approach to work, interactions, and productivity that is nothing short of revolutionary.

亚当·格兰特，沃顿商学院管理学教授，目前在该校教授组织行为学课程。格兰特长期担任谷歌公司、IBM公司、花旗集团、默克公司，以及联合国和美国海陆空三军的资深顾问。作为成功研究和工作领域研究的学者，他在《哈佛商业评论》等多家知名媒体上发表了50多篇文章，他的研究成果也被《纽约时报》《华尔街日报》《时代周刊》《今日美国》等著名报刊介绍。

Adam Grantis the youngest tenured professor and single highest-rated teacher at The Wharton School. His consulting and speaking clients include Google, the NFL, Johnson & Johnson, Pixar, Goldman Sachs, the World Economic Forum, the United Nations, and the U.S. Army and Navy.He has been honored as one of Malcolm Gladwell's favorite social science writers, one of BusinessWeek's favorite professors and one of the world's top 40 business professors under 40. He has appeared on the Today Show, Charlie Rose, and Diane Rehm, and was profiled in theNew York Timesmagazine cover story, “Is giving the secret to getting ahead?” He holds a Ph.D. in organizational psychology from the University of Michigan and a B.A. from Harvard University. He is a former record-setting advertising director, junior Olympic springboard diver, and professional magician. For more details, see giveandtake.com

Good Returns

The Dangers and Rewards of Giving More Than You Get The principle of give and take; that is diplomacy—give one and take ten.
                                          —Mark Twain, author and humorist
On a sunny Saturday afternoon in Silicon Valley, two proud fathers stood on the sidelines of a soccer field. They were watching their young daughters play together, and it was only a matter of time before they struck up a conversation about work. The taller of the two men was Danny Shader, a serial entrepreneur who had spent time at Netscape, Motorola, and Amazon. Intense, dark-haired, and capable of talking about business forever, Shader was in his late thirties by the time he launched his first company, and he liked to call himself the “old man of the Internet.” He loved building companies, and he was just getting his fourth start-up off the ground.
Shader had instantly taken a liking to the other father, a man named David Hornik who invests in companies for a living. At 5'4", with dark hair, glasses, and a goatee, Hornik is a man of eclectic interests: he collects Alice in Wonderland books, and in college he created his own major in computer music. He went on to earn a master’s in criminology and a law degree, and after burning the midnight oil at a law firm, he accepted a job offer to join a venture capital firm, where he spent the next decade listening to pitches from entrepreneurs and deciding whether or not to fund them.
During a break between soccer games, Shader turned to Hornik and said, “I’m working on something—do you want to see a pitch?” Hornik specialized in Internet companies, so he seemed like an ideal investor to Shader. The interest was mutual. Most people who pitch ideas are first-time entrepreneurs, with no track record of success. In contrast, Shader was a blue-chip entrepreneur who had hit the jackpot not once, but twice. In 1999, his first start-up, Accept.com, was acquired by Amazon for $175 million. In 2007, his next company, Good Technology, was acquired by Motorola for $500 million. Given Shader’s history, Hornik was eager to hear what he was up to next.
A few days after the soccer game, Shader drove to Hornik’s office and pitched his newest idea. Nearly a quarter of Americans have trouble making online purchases because they don’t have a bank account or credit card, and Shader was proposing an innovative solution to this problem. Hornik was one of the first venture capitalists to hear the pitch, and right off the bat, he loved it. Within a week, he put Shader in front of his partners and offered him a term sheet: he wanted to fund Shader’s company.
Although Hornik had moved fast, Shader was in a strong position. Given Shader’s reputation, and the quality of his idea, Hornik knew plenty of investors would be clamoring to work with Shader. “You’re rarely the only investor giving an entrepreneur a term sheet,” Hornik explains. “You’re competing with the best venture capital firms in the country, and trying to convince the entrepreneur to take your money instead of theirs.” The best way for Hornik to land the investment was to set a deadline for Shader to make his decision. If Hornik made a compelling offer with a short fuse, Shader might sign it before he had the chance to pitch to other investors. This is what many venture capitalists do to stack the odds in their favor.
But Hornik didn’t give Shader a deadline. In fact, he practically invited Shader to shop his offer around to other investors. Hornik believed that entrepreneurs need time to evaluate their options, so as a matter of principle, he refused to present exploding offers. “Take as much time as you need to make the right decision,” he said. Although Hornik hoped Shader would conclude that the right decision was to sign with him, he put Shader’s best interests ahead of his own, giving Shader space to explore other options.
Shader did just that: he spent the next few weeks pitching his idea to other investors. In the meantime, Hornik wanted to make sure he was still a strong contender, so he sent Shader his most valuable resource: a list of forty references who could attest to Hornik’s caliber as an investor. Hornik knew that entrepreneurs look for the same attributes in investors that we all seek in financial advisers: competence and trustworthiness. When entrepreneurs sign with an investor, the investor joins their board of directors and provides expert advice. Hornik’s list of references reflected the blood, sweat, and tears that he had devoted to entrepreneurs over the course of more than a decade in the venture business. He knew they would vouch for his skill and his character.
A few weeks later, Hornik’s phone rang. It was Shader, ready to announce his decision.
“I’m sorry,” Shader said, “but I’m signing with another investor.” The financial terms of the offer from Hornik and the other investor were virtually identical, so Hornik’s list of forty references should have given him an advantage. And after speaking with the references, it was clear to Shader that Hornik was a great guy.