How we wait, why we wait, what we wait for—waiting in line is a daily indignity that we all experience, usually with a little anxiety thrown in (why is it that the other line always moves faster?!?). This smart, quirky, wide-ranging book (the perfect conversation starter) considers the surprising science and psychology—and the sheer misery—of the well-ordered line. On the way, it takes us from boot camp (where the first lesson is to teach recruits how to stand rigidly in line) to the underground bunker beneath Disneyland’s Cinderella Castle (home of the world’s most advanced, state-of-the-art queue management technologies); from the 2011 riots in London (where rioters were observed patiently taking their turns when looting shops), to the National Voluntary Wait-in-Line days in the People’s Republic of China (to help train their non-queuing populace to wait in line like Westerners in advance of the 2008 Olympics). Citing sources ranging from Harvard Business School professors to Seinfeld, the book comes back to one underlying truth: it’s not about the time you spend waiting, but how the circumstances of the wait affect your perception of time. In other words, the other line always moves faster because you’re not in it.

How we wait, why we wait, what we wait for—waiting in line is a daily indignity that we all experience, usually with a little anxiety thrown in (why is it that the other line always moves faster?!?). This smart, quirky, wide-ranging book (the perfect conversation starter) considers the surprising science and psychology—and the sheer misery—of the well-ordered line. On the way, it takes us from boot camp (where the first lesson is to teach recruits how to stand rigidly in line) to the underground bunker beneath Disneyland’s Cinderella Castle (home of the world’s most advanced, state-of-the-art queue management technologies); from the 2011 riots in London (where rioters were observed patiently taking their turns when looting shops), to the National Voluntary Wait-in-Line days in the People’s Republic of China (to help train their non-queuing populace to wait in line like Westerners in advance of the 2008 Olympics). Citing sources ranging from Harvard Business School professors to Seinfeld, the book comes back to one underlying truth: it’s not about the time you spend waiting, but how the circumstances of the wait affect your perception of time. In other words, the other line always moves faster because you’re not in it.

Major New York Times bestseller Winner of the National Academy of Sciences Best Book Award in 2012 Selected by the New York Times Book Review as one of the ten best books of 2011 A Globe and Mail Best Books of the Year 2011 Title One of The Economist's 2011 Books of the Year One of The Wall Street Journal's Best Nonfiction Books of the Year 2011 2013 Presidential Medal of Freedom Recipient Kahneman's work with Amos Tversky is the subject of Michael Lewis's The Undoing Project: A Friendship That Changed Our Minds In his mega bestseller, Thinking, Fast and Slow, Daniel Kahneman, the renowned psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. The impact of overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the profound effect of cognitive biases on everything from playing the stock market to planning our next vacation—each of these can be understood only by knowing how the two systems shape our judgments and decisions. Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives—and how we can use different techniques to guard against the mental glitches that often get us into trouble. Winner of the National Academy of Sciences Best Book Award and the Los Angeles Times Book Prize and selected by The New York Times Book Review as one of the ten best books of 2011, Thinking, Fast and Slow is destined to be a classic.

A text/CD-ROM introduction to operations management, organized around 10 critical decisions in practice. Part I introduces concepts, and Part II describes designing operations. Part III describes managing operations in terms of performance, and Part IV outlines analytical techniques for decision making. Pedagogical features include margin notes, worked examples, critical thinking exercises, and database application problems. Also includes 46 case studies, global company profiles, boxed readings from newspapers, and video cases. The CD-ROM contains slides of main points, quizes, and simulation software. Annotation copyrighted by Book News, Inc., Portland, OR