Michael Lombardo

Helen Tager-Flusberg

Why do children with autism have such trouble developing normal social understanding of other people's feelings? This new edition updates the field by linking autism research to the newest methods for studying the brain

Perspectives from Developmental Social Neuroscience

Understanding Other Minds

Simon Baron-Cohen

This book comprises 26 exciting chapters by internationally renowned scholars, addressing the central psychological process separating humans from other animals: the ability to imagine the thoughts and feelings of others, and to reflect on the contents of our own mindsa theory of mind (ToM). The four sections of the book cover developmental, cultural, and neurobiological approaches to ToM across different populations and species. The chapters explore the earliest stages of development of ToM in infancy, and how plastic ToM learning is; why 3-year-olds typically fail false belief tasks and how ToM continues to develop beyond childhood into adulthood; the debate between simulation theory and theory theory; cross-cultural perspectives on ToM and how ToM develops differently in deaf children; how we use our ToM when we make moral judgments, and the link between emotional intelligence and ToM; the neural basis of ToM measured by evoked response potentials, functional magnetic resonance imaging, and studies of brain damage; emotional vs. cognitive empathy in neuropsychiatric conditions such as autism, schizophrenia, and psychopathy; the concept of self in autism and teaching methods targeting ToM deficits; the relationship between empathy, the pain matrix and the mirror neuron system; the role of oxytocin and fetal testosterone in mentalizing and empathy; the heritability of empathy and candidate single nucleotide polymorphisms associated with empathy; and ToM in non-human primates. These 26 chapters represent a masterly overview of a field that has deepened since the first edition was published in 1993.

Perspectives from developmental social neuroscience

Robert Eichinger

Many new managers rely too heavily on the technical or problem-solving strengths that have propelled them upward and fail to understand that new skills are required to continue to be effective as managers. The problem arises for both individual and organizational reasons and results in many managers failing to make the transitions required to deal with the increasing complexity they face. When this happens, many managers whose careers have been full of promise stumble and derail. This title will assist managers in the pursuit to continue to be successful leaders in their organizations.

Michael Lombardo

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