A brilliantly written, sobering investigation of a secret society within plain sight.
The life and times of a cult that was strange even as cults go.
Prolific journalist Stille examines the Sullivanians, offshoot followers of psychologist Harry Stack Sullivan (1892-1949), “high-performing urban professionals—doctors, lawyers, computer programmers, successful artists and writers, professors—who went to normal jobs by day but returned in the evening to a very different and highly secretive world.” That world, encompassing some major cultural figures, embraced polygamy and polyamory and the group raising of children and abnegation of the nuclear family. Moreover, belonging to it required fealty to a psychologist named Saul Newton and a succession of his wives, one a “rather conventional young woman from a middle-class Jewish family” who tasted power and, by the account of some members, took a tyrannical turn. In the end, it was a sort of Ponzi scheme: “Therapists” unqualified to practice outside the cult took money from lesser “therapists,” and most of it wound up in the hands of the leaders. So it went from the late 1950s to the early 1980s, when some members, awakened by one injury or another, began to drift away. Stille’s onrushing, riveting narrative makes The Blithedale Romance seem like a children’s book by comparison. As Newton and company became worse and worse, he demanding sexual favors from every woman in the Sullivanian orbit, a quiet resistance grew. Surprisingly, children raised collectively and discouraged to seek the identity of their biological parents embarked on that search during adulthood, while a few of the erstwhile leaders came to accept that maybe their program was highly flawed. As with so many cults, the Orwellian principle that some animals are more equal than others shines through always. “Although it was in principle an egalitarian communist group,” Stille writes, “the Sullivanians were remarkably hierarchical, and everyone was aware where they stood at any given moment in the pecking order.”
A brilliantly written, sobering investigation of a secret society within plain sight.Pub Date: June 20, 2023
ISBN: 9780374600396
Page Count: 432
Publisher: Farrar, Straus and Giroux
Review Posted Online: March 27, 2023
Kirkus Reviews Issue: April 15, 2023
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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