A well-written and engaging look at leaders in agriculture.
A debut agriculture book offers an introduction to women changing the field.
In this volume, a companion to her 2016 documentary, Wu profiles women working in agriculture who are revolutionizing the industry. Twelve women are the subjects of their own chapters, and there are 11 shorter profiles in the book’s final chapter.The author presents women from a variety of sociocultural and educational backgrounds who work in different aspects of the industry, including as farm managers, data scientists, biologists, and software engineers. The women are primarily based in the United States, but Wu also includes several from other countries. The profiles explore the women’s personal and professional backgrounds, the insights that led to their discoveries and innovations, and how they see their roles in the companies they run. Although many of the women are involved in highly specialized research and technical work, the author makes their activities both intriguing and comprehensible to readers with no knowledge of the agriculture sector (Thuy-Le Vuong “developed an extraction method that retains the nutrients from the redmelon fruit while avoiding the use of organic solvents”). Readers who are more interested in the business side of agriculture will also find plenty of noteworthy tidbits, as the profiles examine the companies themselves, from finding startup funding and leasing lab space to managing and mentoring. Wu does an excellent job of delivering many different aspects of the agriculture industry and explaining how the women featured in the book fit into the broader context of the field. The text is generally well crafted and engrossing, and even readers who have never before considered how the temperature of a beehive is a representation of its overall health or calculated how many days of fodder are available in a given pasture are likely to be both captivated and informed by it. A wealth of photographs taken by Wu and contributed by the book’s subjects give readers a clear picture of who these women are and what they do.
A well-written and engaging look at leaders in agriculture.Pub Date: May 4, 2021
ISBN: 978-1-61-035575-9
Page Count: 230
Publisher: Craven Street Books
Review Posted Online: April 27, 2021
Kirkus Reviews Issue: June 1, 2021
Review Program: Kirkus Indie
PERSPECTIVES
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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