A straight-talking and all-encompassing guide to assuming control of work in progress.
Fenelon presents tested strategies for taking over work projects midstream.
In his nonfiction debut, the author takes an in-depth look at an aspect of the business and professional world that seldom gets comprehensive treatment despite being, as Fenelon supports with data, nearly ubiquitous: the experience of taking over a project you didn’t start. Project managers deal with this situation all the time, and in these pages the author draws on his decades of experience (more than 40 years of project management across multiple industries, with both local and global teams) to lay out some principles that may help the process go more smoothly. PMs are frequently given control of some long-standing project with a deadline and a budget they didn’t set, often staffed by people they don’t know and might not have chosen. Typically, the project is failing in some way (running over costs, falling behind delivery date), hence the need for a new PM. Fenelon lays out the basics: take a bird’s-eye view of the entire project, zero in on a handful of immediate problems that need addressing (his book isn’t exclusively about ailing projects, but the emphasis is clear), and, most importantly, come up with a new plan for completing the project, since the original plan almost certainly isn’t working. In clear prose that’s mercifully light on corporate jargon (and often usefully illustrated by instructive inset sections), Fenelon goes over the key priorities of a new PM: “rapidly assess the current status, identify any issues, and prioritize them for correction while keeping the project running” (this last in reference to Fenelon’s comparison of a new PM’s job to a mechanic changing the tires on a moving automobile). Neophyte managers will find his clarifications invaluable.
A straight-talking and all-encompassing guide to assuming control of work in progress.Pub Date: Nov. 15, 2022
ISBN: 9798887594194
Page Count: 312
Publisher: Self
Review Posted Online: May 30, 2023
Kirkus Reviews Issue: July 15, 2023
Review Program: Kirkus Indie
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
IN THE NEWS
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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