A practical, enjoyable guide to forming rewarding romantic relationships.
There is a scientific theory behind the ways we approach and develop adult relationships, write neuroscientist Levine and social psychologist Heller, and understanding how it works will help you find the right mate—or improve your existing partnership.
Adult attachment theory, which was pioneered in the 1950s by British psychoanalyst John Bowlby, posits that human beings are genetically predisposed toward coupling, and that a secure partnership is essential to our emotional and physical well-being. According to the authors, we all have a particular “attachment style” that governs our actions and attitudes toward romantic interaction. The ideal, and most prevalent, attachment style is “secure.” A person with a secure style feels that his partner provides a loving and supportive “secure base,” and that he can provide that same emotional security in return. The authors suggest that human beings are by nature social creatures, and that even when we crave independence, it's the presence of a secure partner that allows us to explore the world on our own—this is called the “dependency paradox.” The other two attachment styles, “anxious” and “avoidant,” are the major focus of this book. In clear terms, Levine and Heller explain how we can diagnose our attachment style and what steps can be taken to combat its negative effects. For example, someone with an anxious attachment style has a different view toward intimacy and communication (anxious types tend to obsess over relationships and worry about their affection being reciprocated) than someone with an avoidant attachment style (who tend to minimize closeness and undermine emotional connection). The analysis of each attachment style is accompanied by a set of behavior patterns and real-life anecdotes to provide the reader with relatable social context. The authors write that, despite one's age or experience, change is possible, and with the right mind-set, even those who feel defeated by dating—or are stuck in an unsatisfying relationship—can find a solid partnership.
A practical, enjoyable guide to forming rewarding romantic relationships.Pub Date: Jan. 1, 2011
ISBN: 978-1-58542-848-9
Page Count: 304
Publisher: TarcherPerigee
Review Posted Online: Sept. 29, 2010
Kirkus Reviews Issue: Oct. 15, 2010
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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