An innovative one-two-three–punch approach to self-help and healing from an author who has helped countless readers change...
More solid advice from the author of Daring Greatly (2012) and The Gifts of Imperfection (2010).
For nearly 15 years, Brown (Social Work/Univ. of Houston) has researched human behavior and advised people to dare to do great things. Inevitably, however, there are moments when we try and fail. Here, the author gives readers the necessary tools to get up and try again. Brown outlines a three-step process—the reckoning, the rumble, and the revolution—that unfolds much like the three major acts in a book or play. In the reckoning stage, we identify the emotions inherent in an experience and begin to think about how the emotions interact with thoughts and behavior. In rumble, we connect with the stories we create around an event and cross-examine them to determine the truths and half-truths that might lie below the surface. Some feelings that might surface are shame, blame, accountability, criticism, disappointment, generosity, nostalgia, and forgiveness. In the book’s longest section, Brown identifies 15 “rumble” topics, and she breaks down each one. She analyzes how we often invent stories that aren’t necessarily true, since they may be based on experiences from the past, childhood memories, and perceived notions of another person’s thoughts and desires, which can be entirely off-base. The author uses ample examples from interviewees, other researchers, books, and even song lyrics to illustrate her methodology. In the revolution phase, the truth that’s been exposed in rumble gives us energy to stand back up as a changed person. “The rising strong process can lead to deep, tumultuous, groundbreaking, no-turning-back transformation,” writes the author. “The process may be a series of incremental changes, but when the process becomes a practice—a way of engaging with the world—there’s no doubt it ignites revolutionary change.”
An innovative one-two-three–punch approach to self-help and healing from an author who has helped countless readers change their lives.Pub Date: Aug. 25, 2015
ISBN: 978-0-8129-9582-4
Page Count: 288
Publisher: Spiegel & Grau
Review Posted Online: June 3, 2015
Kirkus Reviews Issue: June 15, 2015
PROFILES
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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