An astute psychological study of emotions around the world.
Emotions have long been considered internal feelings common to all humans. Not so, according to this insightful analysis.
Born and raised in Holland, a professor in the U.S. for 20 years, and now the director of the Center for Social and Cultural Psychology in Leuven, Belgium, Mesquita has learned that her emotions—or anyone’s emotions—are not part of some kind of universal default. As the author shows, outside of WEIRD (Western, Educated, Industrialized, Rich, and Democratic) cultures, “talking about our emotions as internal experiences is quite exceptional in the world. People in many cultures talk about emotions as more ‘public, social, and relational’…as acts in the social and moral world.” In other words, “emotions are OURS as much as they are MINE.” For skeptical readers, Mesquita delivers a few interesting jolts. We take for granted that expressing emotions is psychologically healthy. Even non-Freudian experts agree that suppressing one’s feelings leads to neuroticism, misery, or worse. Yet it turns out that “authenticity”—expressing one’s inner feelings—is a virtue in WEIRD society and almost nowhere else. In much of Africa and Asia, it’s a sign of immaturity. “Calmness is a preferred emotion in a culture that expects you to put the group’s needs above your own,” and this is largely the norm outside the West. In Buddhist teachings, expressing negative feelings exacerbates them, so mature adults remain detached in the face of suffering or frustration. Mesquita maintains that much scientifically confirmed psychology does not survive exposure to other cultures. “Bridging cultural differences in emotions,” she writes, “will require you to do the hard work of unpacking the emotional episodes….Unpacking emotional episodes means to humanize the people who live through them.” Countless words regarding emotions fail to translate across language barriers. For example, Japanese employs the same word for shame and embarrassment, and Polish lacks a word for disgust.
An astute psychological study of emotions around the world.Pub Date: July 19, 2022
ISBN: 978-1-324-00244-4
Page Count: 336
Publisher: Norton
Review Posted Online: April 26, 2022
Kirkus Reviews Issue: May 15, 2022
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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