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Summary of In Defense of Selfishness by Peter Schwartz
Why being selfish sometimes can be healthy. It’s wrong to be selfish: this is the message we receive from the time that we’re old enough to attend pre-school. We are taught that sharing is important and that no one likes a person who is selfish. But is selflessness really all it’s cracked up to be? In Defense of Selfishness (2015) argues that altruism should never prevent you from setting personal boundaries or making healthy decisions for yourself. Do you want more free book summaries like this? Download our app for free at https://www.QuickRead.com/App and get access to hundreds of free book and audiobook summaries. DISCLAIMER: This book summary is meant as a preview and not a replacement for the original work. If you like this summary please consider purchasing the original book to get the full experience as the original author intended it to be. If you are the original author of any book on QuickRead and want us to remove it, please contact us at hello@quickread.com
In Defense of Selfishness
From childhood, we're taught one central, non-controversial idea about morality: self-sacrifice is a virtue. It is universally accepted that serving the needs of others, rather than our own, is the essence of morality. To be ethical—it is believed—is to be altruistic. Questioning this belief is regarded as tantamount to questioning the self-evident. Here, Peter Schwartz questions it. In Defense of Selfishness refutes widespread misconceptions about the meaning of selfishness and of altruism. Basing his arguments on Ayn Rand's ethics of rational self-interest, Schwartz demonstrates that genuine selfishness is not exemplified by the brutal plundering of an Attila the Hun or the conniving d...
The Art of the Long View
What increasingly affects all of us, whether professional planners or individuals preparing for a better future, is not the tangibles of life—bottom-line numbers, for instance—but the intangibles: our hopes and fears, our beliefs and dreams. Only stories—scenarios—and our ability to visualize different kinds of futures adequately capture these intangibles. In The Art of the Long View, now for the first time in paperback and with the addition of an all-new User's Guide, Peter Schwartz outlines the "scenaric" approach, giving you the tools for developing a strategic vision within your business. Schwartz describes the new techniques, originally developed within Royal/Dutch Shell, based on many of his firsthand scenario exercises with the world's leading institutions and companies, including the White House, EPA, BellSouth, PG&E, and the International Stock Exchange.
Inevitable Surprises
The world we live in today is more volatile than ever. The security of free nations is threatened by rogue states, the global economy is in flux, and the rapid advance of technology forces constant reevaluation of our society. With so many powerful forces at work and seemingly unpredictable events occurring, to many the future seems dark, and its possibilities frightening. Peter Schwartz disagrees. A world-renowned visionary in the field of scenario planning, Schwartz’s startling—and accurate— predictions have been employed by government agencies and major corporations for more than twenty-five years. He argues that the future is foreseeable, and that by examining the dynamics at work today we can predict the “inevitable surprises” of tomorrow. Timely and thought-provoking, Inevitable Surprises is a book that no one with an interest in business—or the future of our society—can afford to miss.
Reflections
None
Problem-based Learning
First Published in 2001. Routledge is an imprint of Taylor & Francis, an informa company.
Learnings from the Long View
The future has never been more complex and uncertain; yet leaders of companies, governments, and nonprofits must act and adapt with confidence. Peter Schwartz, the acclaimed futurist and business strategist, first popularized scenario planning-a powerful tool for navigating uncertainty-in "The Art of the Long View" in 1991. At that time, his knowledge about foresight and scenarios was drawn mostly from his previous planning and consulting experience at Royal Dutch Shell and the Stanford Research Institute. Global Business Network (GBN)-the innovative company Schwartz had cofounded-was a mere three years old. Since then GBN has undertaken hundreds of scenario projects with a diverse range of ...
The Long Boom
This optimistic text examines and predicts the 40-year period from 1980-2020 as the key years of a remarkable economic transformation.
When Good Companies Do Bad Things
When Good Companies Do Bad Things explores the strategic relationship between know-how, integrity, and integration, demonstrating how companies that fail to embrace the deeper meanings of these terms jeopardize their reputations and future prosperity. Schwartz and Gibb present new approaches to avoid the financial pitfalls of bad corporate assumptions and enable good companies to make good on translating social value into business value.
Objectively Speaking
Readers and students of Ayn Rand will value seeing in this collection of interviews how Ayn Rand applied her philosophy and moral principles to the issues of the day. Objectively Speaking includes half a century of print and broadcast interviews drawn from the Ayn Rand Archives. The thirty-two interviews in this collection, edited by Marlene Podritske and Peter Schwartz, include print interviews from the 1930s and edited transcripts of radio and television interviews from the 1940s through 1981. Selections are included from a remarkable series of radio broadcasts over a four-year period (1962-1966) on Columbia University's station WKCR in New York City and syndicated throughout the United St...
