A clever and spirited defense, perhaps more energetic than the actual amount of prejudice requires.
A witty essay about things best done on your own by admitted loner Rufus.
Editor (presumably in splendid solitude) of the literary quarterly East Bay Express, our Lone Writer finds the conviviality of the wide world one huge pain and would like to not be considered nuts just because solitude and a room of her own speak to her soul. (Her loyal husband agrees.) Rufus discusses with brio the rewards of the sequestered life and the bothers imposed by gregarious outsiders in various sociological contexts. In film, lone heroes like Shane are overtaken by lone killers like Norman Bates. By the way, if popular culture is so popular, what has it to do with an anchorite beyond offering information as what the crowd is up to? Advertising, the ubiquitous power behind pop culture, reveals what everyone else will want, so who wants it? Not the true recluse. Don’t misjudge: loners have real friends, though perhaps not a lot and maybe they don’t visit frequently. And they have sex, too, though perhaps not a lot or frequently. Organized religion is a problem (it’s organized, after all), but the Internet is a stroke of luck. Solo adventure is a cinch, and so is eccentricity. Loners flourish in the creative arts and science. Emily Dickinson and Albert Einstein, Thomas Merton and Greta Garbo are among the many insular folks examined, along with Unabomber Theodore Kaczynski and the D.C. snipers (losers misidentified as loners by the media). Sam Spade, Batman (but not Robin), and the author are simply reclusive, preferring independence to society. “Is socializing all that great?” asks Rufus. “Riots are socializing.” Proceeding on the perhaps questionable assumption that loners are universally reviled, she provides a founding manifesto for an organization of self-contained people. (There would, naturally, be no meetings.) Or maybe it’s a book discussion topic for eremitic groups: join the stay-at-home crowd and read it alone.
A clever and spirited defense, perhaps more energetic than the actual amount of prejudice requires.Pub Date: March 1, 2003
ISBN: 1-56924-513-4
Page Count: 320
Publisher: N/A
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: Jan. 1, 2003
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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