unSILOed with Greg LaBlanc

No matter what industry we all work in, productivity is key. Not only is managing our time properly good for getting all of our tasks done but also spending time doing things we love. In this episode of unSILOed, Robert Pozen shares methods to creating priorities for your time, ways to protect your time, and making sure you’re spending each day addressing your priorities.Robert Pozen is the author of Extreme Productivity: Boost Your Results, Reduce Your Hours as well as Remote, Inc.: How to Thrive at Work…Wherever You Are. He teaches at the MIT Sloan School of Management. Episode Quotes:Is a billable hour system a bad idea?07:22: A billable hour system is an input system, and in a knowledge-based economy, the idea that counting the inputs is the way to look at it is just crazy because people shouldn't be congratulated for spending more hours on something if they have a bad result.08:56: The only way to get organizations off hours and into a results-oriented output system is to provide them with an alternative system of accountability.What increases job satisfaction and productivity?11:33: It's that flexibility and autonomy that increase job satisfaction and productivity. So, that's a long way of saying we've got to get off hours and inputs. We've got to move to outputs and results, and we've got to show managers and bosses that we can have a system of accountability that's based on results.Hybrid setups will always be the dominant way to work46:03: Hybrid will be important because certain work, certain teams, certain aspects of jobs are always going to be done better in person, where people get together, and others are not. And that's why the hybrid is going to be the dominant form.Show Links:Recommended Resources:Edward Johnson IIIGuest Profile:Faculty Profile at MIT Sloan School of ManagementProfessional Profile at Brookings InstituteProfessional Profile at Harvard Kennedy SchoolProfessional Profile at IFRS FoundationRobert Pozen’s WebsiteRobert Pozen on LinkedInRobert Pozen on TwitterRobert Pozen on FacebookHis Work:Articles on Harvard Business ReviewArticles on CFO MagazineRemote, Inc.: How to Thrive at Work…Wherever You AreThe Fund Industry: How Your Money is Managed (Wiley Finance)Extreme Productivity: Boost Your Results, Reduce Your HoursToo Big to Save? How to Fix the U.S. Financial SystemThe Fund Industry: How Your Money is Managed Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Sometime in the 18th century, the world began to grow at much faster rate. Economic Historians have debated the reasons for this Industrial Revolution, but it almost certainly has to do with the growth of technology and a culture of scientific inquiry. Joel Mokyr is both an economist and a historian. He is also a professor of both Economic and History at Northwestern University. In addition, Joel has authored several books on history and the economy over the years. His latest book, A Culture of Growth: The Origins of the Modern Economy, is about how science and technology evolved in ways that reinforced each other.Joel and Greg discuss the connections between the industrial and scientific revolutions and between scientific discovery and technological adaptation. They discuss the decline of the guilds in England and the subsequent diffusion of English artisans and mechanics accross Europe They also discuss Darwin not being a darwinian, and how Caldwell’ss law leads to the decline in growth.Episode Quotes:Apprenticeship in Britain42:07: Engineers, mechanics, chemists, and technicians of any kind, whether they're carpenters, blacksmiths, or millwrights, are not produced in schools. They are not produced in universities. They're produced by other artisans through personal contact, which is called apprenticeship, and apprenticeship is all over the world. This is how people were trained, and what happens in Britain is, for historical reasons, apprenticeship worked much better than anywhere else.What makes the study of society complicated?28:15: The study of society is infinitely more complex and difficult because we humans are damn complicated creatures, and our minds have some level of complexity that defies anything that the quantum theorist can think about. So, in principle, we can, and we've made some progress in understanding certain things about society. Where it gets difficult is utilizing that kind of knowledge. Our power over natures keeps on increasing but our wisdom in handling that power is not26:30: There's something we can learn from the evolutionary people, which is yes, there is progress in certain dimensions and not others. And part of the problem is that these dynamics are not in sync with one another. And that creates these equilibria. It creates all kinds of trouble. And that is, to some extent, the great dilemma of the modern age: power over nature keeps increasing, but our wisdom and benevolence in handling that power is not.Show Links:Recommended Resources:Francis BaconRobert GordonStephen Jay GouldSteven PinkerDouglass NorthBarry R. WeingastFriedrich HayekMilton FriedmanJames WatsonCardwell's LawThe Narrow CorridorGuest Profile:Faculty Profile at Northwestern University (Department of Economics)Faculty Profile at Northwestern University (Department of History)Profession Profile at The British AcademyProfessional Profile on NobelPrize.orgProfessional Profile on CIFARHis Work:Articles on AeonThe Lever of Riches: Technological Creativity and Economic ProgressThe British Industrial Revolution: An Economic Perspective (American & European Economic History) 2nd EditionA Culture of Growth: The Origins of the Modern Economy (Graz Schumpeter Lectures)The Gifts of Athena: Historical Origins of the Knowledge EconomyThe Economics of the Industrial Revolution (Routledge Revivals) The Enlightened Economy: An Economic History of Britain 1700-1850 (The New Economic History of Britain seri) Why Ireland Starved: A Quantitative and Analytical History of the Irish Economy, 1800-1850 (Economic History) Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

When most historians set out to write a book, they choose a particular point in history to dive deep into. But Ian Morris prefers to write about history from the 10,000-foot view- or in some cases, the 10,000-year view. He calls it big history, and on this episode of unSILOed, Greg and Ian talk about some of the Big History topics Ian has tackled in his writing career such as: the evolution of human values over thousands of years, how war has shaped our various cultures, and how Britain’s recent choice to the leave the European Union is actually rooted in 10,000-year-old history in the country. Ian Morris is a historian and archaeologist and teaches in the Stanford Classics department.  Episode Quotes:Fairness is a fundamental human value40:15: There are certain things that unite all human beings, just as part of our biology. You can talk about such thing as human nature, and part of human nature, which is actually not that different from many other animal natures, is this idea of fairness that we all want to be treated fairly. And this is something you find, whether you're in a hunting gatherer society, or an ancient farming society, or in your modern California: fairness is a fundamental human value.52:24: Life for many people in the wealthier parts of the world is being transferred onto a digital platform. We're living in different ways from people in the past, and we're able to do that because we consume so much more energy than they have.The mechanism that led to diffusion of values across the world42:43: We are completely free to devise whatever moral system we want. But if you devise an inefficient system of cultural values and live next door to somebody whose system works much more efficiently, they're going to steal all your food and kill you. And this is the mechanism that led to the diffusion of values across the world in different periods.Are people the same all over the world?20:09: People are pretty much all the same in the sense of, say, large groups of people are pretty much all the same. You'll get about the same proportion of selfish, mean-spirited ones and same proportion of generous, kind ones, hardworking ones, and lazy ones wherever you look around the world, and the culture does inflect these biological forces, but it's the biology that's really in the driving seat.Show Links:Recommended Resources:Francis BaconJared DiamondJames WattJules VerneH.G WellsGuest Profile:Faculty Profile at Stanford UniversityProfessional Profile at The British AcademyProfessional Profile on World Economic ForumContributor’s Profile on Foreign Policy Research InstituteHis Work:Ian Morris on Google ScholarGeography is Destiny: Britain and the World, a 10,000 year historyForagers, Farmers, and Fossil Fuels: How Human Values Evolve War! What is it good for? Conflict and the Progress of Civilization from Primates to Robots The Measure of Civilization: How Social Development Decides the Fate of NationsWhy the West Rules- For Now: The patterns of history, and what they reveal about the futureThe Dynamics of Ancient Empires: State Power from Assyria to Byzantium (Oxford Studies in Early Empires)  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Humans respond to incentives just like any other animal, but it’s important to make sure to use the right incentive to get the results that you desire because sometimes incentives can lead to unintended outcomes. Uri Gneey holds a chair in Behavioral Economics and is Professor of Economics and Strategy at the University of California, San Diego. He is also an author and his latest book, Mixed Signals: How Incentives Really Work will be released in March. Uri is also the co-author of The Why Axis: Hidden Motives and the Undiscovered Economics of Everyday Life with John A. List.Uri and Greg discuss the differing ways in which Psychologists and Economists look at incentives, and go over examples of companies like Coca Cola and Toyota using incentives that led to surprising outcomes. They discuss the difference between incentives for quantity versus quality, and how to incentivize the right things in the right way. Uri reveals the results of money incentives in paying people to go to the gym, take tests, or even paying them to quit their jobs. It all revolves around Uri’s axiom that if you understand the signal behind the incentive and can control it you gain a large advantage.Episode Quotes:The advantage of understanding signals32:07: Gifts are really signals of something, right? They're extremely inefficient. Imagine how much time and money is wasted on people going around before Christmas looking for gifts and trying to find something that will match, and then other people have to return it. Just give cash─but it signals what you think about the other person, and the signals, controlling those signals─that's my argument: if you understand that incentive sends the signal, and you control it, you can get a big advantage.Knowing the right questions will help you get the right answers. 49:34: The problem is that today there is so much data that people think that it's all out there, but they don't know how to get interesting answers because there are lots of people who know how to answer questions. You have very few people who know how to ask questions.Should we incentivize quantity?18:29: Very often, people incentivize the quantity instead of the quality dimension, and economists call it multitasking. Turns out that in such situations, what you'll get is exactly what you pay for. (19:38) The quantity versus quality is a really important thing. Don't just incentivize quantity because people are just going to produce more. The quality will go down.Show Links:Recommended Resources:More Information about PISA TestsGary BeckerAwards: Tangibility, Self-Signaling and Signaling to OthersAdam SmithFriedrich HayekJohn List unSILOed episodeGuest Profile:Faculty Profile at UCSD Rady School of ManagementFaculty Profile at UCSD Policy Design and Evaluation LabProfessional Profile on  Gneezy.comProfessional Profile on The Decision Lab Uri Gneezy on TwitterUri Gneezy on LinkedInHis Work:Uri Gneezy on Google ScholarMixed Signals: How Incentives Really WorkThe Why Axis: Hidden Motives and the Undiscovered Economics of Everyday Life Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

When we think about the greatest innovators of our time (Benjamin Franklin, Steve Jobs, Frank Lloyd Wright) we often hear about their work ethic. But one thing that all of these innovators have in common is their ability to walk away from the work. They nap, they garden, and they go shopping to give themselves a break from the problem they are working on and look for inspiration in the real world. They gave themselves space to let inspiration come to them, rather than trying to force it. In this episode of unSILOed, Greg talks with Stanford professor Jeremy Utley about his new book Ideaflow, which gives readers a strategy to come up with better ideas and determine which ones are worth pursuing.Jeremy Utley is a Director of Executive Education at Stanford's renowned Hasso Plattner Institute of Design (the d.school) and works with leaders around the world to untap their abilities to innovate better and more effectively. Episode Quotes:How you perceive your problems matter02:44: Inspiration is the disciplined pursuit of unexpected input. And every one of those words matters, but being disciplined in your pursuit of input is the way to solve problems. When you think about problem-solving as the big problem, we believe that idea flow can solve the problem of solving problems for good. Because you realize it's actually about how you think about the problem that matters.04:02: The most innovative individuals have this instinct to go and seek input, that drives fresh thinking when they're stuck.39:16:Our default assumption is to think that the majority of ideas we have are good, commercially viable, and successful. The opposite is true.Problems have solutions when you choose to find them30:15: Just because you don't know how to solve a problem doesn't mean it hasn't been solved in the world more broadly. And a lot of times, if you're thoughtful about where you go looking, you stumble upon novel solutions that you never would've seen in your own industry.What is the right way of thinking about idea flow?50:33: When you think about idea flow, it's not a measure of how many good ideas you can generate at any moment. That's an output metric. It's a measure of how many ideas you can generate at any moment and how many ideas are being generated.Show Links:Recommended Resources:Dean Keith Simonton, PhDAstro TellerThe Need For Closure Scale by Arie W. KruglanskiDonald M. MacKinnonA Technique for Producing IdeasDan M. KleinAndrew HubermanScott GallowayPhilippe BarreaudGuest Profile:Faculty Profile at Stanford UniversityJeremy Utley’s WebsiteJeremy Utley on LinkedInJeremy Utley on TwitterJeremy Utley on Talks at GoogleHis Work:Jeremy’s BlogArticles on MediumThe Paint & Pipette PodcastIdeaflow: The Only Business Metric That Matters Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Can ordinary symbolic human behavior be analyzed through the lens of game theory the same way that the economic behavior can?? What similarities show up in both economics and culture??Moshe Hoffman and Erez Yoeli are both research scientists at MIT, lecturers at Harvard, and authors of the book Hidden Games: The Surprising Power of Game Theory to Explain Irrational Human Behavior. In the book, Moshe and Erez use game theory to examine human behavior and provide an insightful way to explain seemingly irrational human behavior, along with some fascinating real-world examples.  Moshe, Erez, and Greg discuss their book and Greg’s common interest in game theory as a teacher of it. They talk about evolutionary rewards. They touch on symbolic behavior and group identification behavior, as well as how aesthetic taste has a cost, and what that is. Moshe and Erez use game theory to link to motivated reasoning, and Greg goes over the differences between being charitable and feeling charitable with an example from his real life.Episode Quotes:The central role of coordination18:04 [Moshe Hoffman]: I guess what we're trying to highlight, the central role that coordination plays, and many situations involve coordination. So norm enforcement involves coordination. You only want to punish norm violators if you expect others to agree with you that they violated the norm, and maybe they'll punish you if you don't punish it, or they'll reward you for punishing the norm violation.35:56 [Erez Yoeli]: We'd like for at least people to question whether, when they see something that seems irrational, they have simply failed to understand. The reason it's there is because they're thinking about it the wrong way.On creating pragmatic impact40:27 [Erez Yoeli]: In order to really have a pragmatic impact, you have to work a little bit harder. You have to draw the connection for people.People’s altruistic sentiment has a spillover effect32:45 [Moshe Hoffman]: People's altruistic sentiments and how much they're willing to give is like a dictator's game. It is a spillover effect. It's really shaped by the outside of the lab environment, that tends to be where norms get enforced and where you can build up a reputation, and in those kinds of settings, what the norm really matters, and how things are framed very much tells you what the norm is.When charity donations are given for reputation rather than for impact31:03 [Erez Yoeli]: If you try to force everybody to constantly give in very particular ways that they don't find intuitive, that don't help them build up a reputation that they care about, that don't help them show off certain sets of values that they want to show off, you're just going to cut them out of charity entirely. And it's not clear to me which is better, having them give to ineffective charities or not give to effective charities.Show Links:Recommended Resources:The Selfish Gene by Richard DawkinsEmic v EticGiveWellMichael A. SchwarzGuest Profile:Moshe HoffmanProfile at Max Planck InstituteProfessional Profile at Harvard UniversityMoshe Hoffman on Google SitesMoshe Hoffman on TwitterErez YoeliFaculty Profile at MIT Sloan School of ManagementErez Yoeli’s WebsiteErez Yoeli on LinkedInErez Yoeli on TwitterErez Yoeli on TEDxCambridgeTheir Works:Moshe Hoffman on Google ScholarHidden Games: The Surprising Power of Game Theory to Explain Irrational Human Behavior Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The evolution of Networks has been characterized by periodic technological revolutions that result in accelerated dispersion of information and new ideas. By examining these moments and the conditions that caused them we can learn new things about the nature of networks.Tom Wheeler is a visiting fellow at the Brookings Center and also an author. He has an upcoming book called Techlash: Who Makes the Rules in the New Gilded age. His previous book is called From Gutenberg to Google: The History of Our Future, and he is also the author of Mr. Lincoln's T-Mails: The Untold Story of How Abraham Lincoln Used the Telegraph to Win the Civil War. Tom is also the former FCC Chairman appointed by President Barack Obama. Tom and Greg discuss what constitutes a network, and what Tom would surprisingly classify as the first high-speed network. Tom relays the history of telegraphy, and the debt the telegraph owes to the printing press. Tom explains where some companies made huge blunders, passing on the chance to control important networks and the nefarious ways in which some ‘inventors’ actually came to be remembered for the inventions of others.Episode Quotes:What can we learn from the previous revolutions?50:04: Napoleon used to tell his generals: “Study the campaigns of the past.” It wasn't so that you will do the same thing. It was that, so you internalize those experiences. So when your leadership moment comes, you can say, "Aha, I've got an approach," and I think that's what's lacking right now in our discussion of what has been created by this third network revolution.51:54: What fascinates me about military history is the leadership moment. When you have a clear-cut decision, you have clear-cut winners and losers, and it happens in the public eye, so you can learn from it.How can regulators stay ahead and maintain environments that allow continuous disruptions?43:53: Regulators need to get their heads out of the cockpit. And the trap that you fall into that is easy to fall into is to rely on the incumbents and those that they fund, because the current technique is that the incumbents fund "independent groups" to keep feeding information into the regulators, the public media, and Congress. And you've got to get your head out of the cockpit and have an understanding of what's going on, or at least be seeking what's going on.Show Links:Recommended Resources:Charles MinotGeorge B. McClellanThomas EckertSamuel F.B. MorseAlfred VailJohn Vincent AtanasoffGuest Profile:Faculty Profile at The Brookings InstitutionProfessional Profile on Federal Communications CommissionTom Wheeler on LinkedInTom Wheeler on TwitterHis Work:Articles on Time From Gutenberg to Google: The History of Our FutureMr. Lincoln's T-Mails: How Abraham Lincoln Used the Telegraph to Win the Civil WarLeadership Lessons from the Civil War: Winning Strategies for Today's Managers Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Psychiatry has been called the stepchild of medicine, experiencing far less progress than care of the body. Andrew Scull, a sociology professor at the University of California at San Diego, chronicles the history of Psychiatry in America in his latest book, Desperate Remedies: Psychiatry’s turbulent quest to cure mental illness. In this episode of unSILOed, Greg and Andrew discuss this history including the rise and rapid fall of asylums, and the procession of remedies that offered false hope to the afflicted. Andrew also shares his research on the pharmaceutical industry and how the reliance on drugs to treat mental illness has grown. Andrew Scull has written multiple books on the history of psychiatry, including Madness, a very short introduction and Hysteria: The Biography. Episode Quotes:How asylums first started35:30: We build asylums to rescue people from the gutter, the prison, and the jail and put them in a therapeutic environment. The therapeutic environment deteriorates and indeed becomes anti-therapeutic in many ways, but then, beginning slowly in the late 1950s but much more expeditiously from the late 1960s onwards, we empty these hospitals out and don't put anything in their place.20:12: Mental illness, more generally, it's not just the desperation of the patients we're talking about; it's the desperation of their family members and everybody close to them in the face of the disasters.Neglecting the voices that caused the bigger problem45:21: There were enough voices being raised in the late seventies, early eighties about the defects that we should have addressed those issues now, but it was politically inexpedient.Are drugs the only way to treat mental illness?1:00:27: I doubt drugs will ever be the whole answer. It's also important to consider all sorts of environmental things and ways in which we can provide the kinds of levels of social support that can mitigate the problems that come with this.Show Links:Recommended Resources:A Beautiful MindHenry CottonBedlam AsylumDorothea DixAsylums: Essays on the Social Situation of Mental Patients and Other InmatesThe CATIE StudyThomas R. InselLeon EisenbergGuest Profile:Faculty Profile at UC San DiegoAuthor’s Profile on SAGE Publishing Andrew Scull on LinkedInHis Work:Andrew Scull on Google ScholarArticles on Psychology TodayDesperate Remedies: Psychiatry’s Turbulent Quest to Cure Mental IllnessMadness: A Very Short IntroductionHysteria: The Biography Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Competition drives down prices, makes it hard to collude on prices, and keeps any one company from taking excessive profits, but the fewer players there are in the game of free markets, the more power and control each one has, and consumers are ultimately the ones who lose. Thomas Philippon is an economist, a professor at New York University in the Stern School of Business, and the author of the book The Great Reversal: How America Gave Up on Free Markets. In his book, Thomas investigates the paradox of America having trended away from the free market dominance they were once known for, and how while American companies have been consolidating across every sector, European free market forces are very robust and stronger than those in America by a wide margin. Thomas and Greg discuss the shifts in the ways America’s markets used to operate versus how they do now, and why. y. Thomas lays out several instances of consolidation in American sectors such as the airline industry, health care, and telecoms over the past 20 years.Episode Quotes:The political game of lobbying39:41: The reason we elect officials is precisely because we don't have the space in our brains to deal with all of the issues. We elect people to take care of it. That's their job, so we can go about our business. But as soon as you do that, you will never have the full information. And therefore, it's possible for players to take advantage of their insider knowledge and insider power to tilt the outcome in their favor. And so the political game of lobbying is always, like any market, trying to find the balance between these two.45:51: These are the three pillars: a strong competitive market, consumer protection, and antitrust, universities, and one big integrated market. Over the past 20 years, the EU has made very good progress on the first one to the point that today it's at least as good, and in some cases, better than the US, at enforcing consumer protection.Is lobbying bad?34:41: There's no reason to think that lobbying is bad in and of itself. And in fact, there is no reason to think that the political system is not operating like any market. We have supply demand, competition, and it's not obvious that the outcome is going to be bad just because we call that politics.Show Links:Recommended Resources:Mancur OlsonThe Third ManJoel MokyrDodd-FrankMilton FriedmanJean MonnetGuest Profile:Faculty Profile at NYU Stern School of BusinessProfessional Profile on National Bureau of Economic ResearchProfessional Profile on Centre for Economic Policy Research Contributor’s Profile on World Economic ForumThomas Philippon on LinkedInThomas Philippon on TwitterHis Work:Thomas Philippon on Google ScholarFeatured Works on BruegelThe Great Reversal: How America Gave Up on Free Markets Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The classic image of evolution everyone knows is the man who goes from apelike body to tool using biped. But the bigger, story would include families, groups of humans who worked together, including women, children, and people of all ages, which means division of labor and culture.Lesley Newson and Peter Richerson are a Research Associate and Professor Emeritus, respectively, in the Department of Environmental Science and Policy at the University of California Davis. They are also authors, and their newest book is A Story of Us: A New Look at Human Evolution. Detailing far more than earlier works about the lives of the women and children of these societies, and the ways in which human culture has been shaped over time.Lesley, Peter, and Greg discuss the surprises and wonders that their deeper dive into the evolution and the history of ancient cultures have produced. They detail how the use of tools and the stacking of technologies set humans apart from other animals. They discuss humans in relation to other animals. They also go over the transitions our primate ancestors had to make to evolve, and how modern cultural roles affect and inform and explain current human birthrates.Episode Quotes:What kept the birth rate high for most of human history?[Peter Richerson] 59:21: The rising importance of teachers, non-relative colleagues, military officers, and bosses in our lives meant that much cultural transmission came from people who had achieved social roles that didn't involve being parents. You don't have to be a parent to be a teacher. You don't have to be a parent to be a charismatic boss. And so, the support for pronatalist norms that kept birth rates high throughout most of human history came because your relatives and people in your community were the most important influences on your values. You weren't really an adult until you married and had children in many communities. So the whole status system revolved around reproduction.On language, culture, and stories[Lesley Newson] 24:02: There's no way of telling a story without having language, and knowing the same stories binds people together. Believing the same stories binds people together, which is one of the most important things for any culture.Why is culture good for adapting on a certain time scale?[Peter Richerson] 10:01: What culture is good for is adapting to spatial and temporal environmental variation on a certain timescale. If the fluctuations are on a very short timescale, then the only thing that is useful is individual learning.On complex culture[Lesley Newson] 25:51: Culture got more complex and language got more complex once more and more groups got together and found ways of reconciling their different stories, beliefs, and that kind of thing, it made it possible to have a more complex culture.Show Links:Recommended Resources:The Major Transitions in EvolutionDr. Richard W. WranghamJulian JaynesGuest Profile:Lesley NewsonFaculty Profile at UC DavisProfessional Profile on The View of LifeLesley Newson on TwitterPeter RichersonPeter Richardson at UC DavisProfessional Profile on The Center for Academic Research and Training in AnthropogenyAuthor’s Profile on the American ScientistTheir Work:Peter Richerson on Google ScholarLesley Newson’s Research PapersA Story of Us: A New Look at Human EvolutionNot by Genes Alone: How Culture Transformed Human Evolution First EditionThe Origin and Evolution of Cultures (Evolution and Cognition) Culture and the Evolutionary Process  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.