Highly informative and entertaining and certain to have wide appeal.
Why some people are more productive than others.
Pulitzer Prize–winning New York Times reporter Duhigg follows up his bestselling The Power of Habit: Why We Do What We Do in Life and Business (2012) with a revealing, brightly written exploration of the ways in which successful people make the right choices necessary to succeed with less effort. Drawing on research studies and innumerable interviews with neurologists, businesspeople, government leaders, and psychologists, the author identifies a series of key ideas that help expand productivity. In absorbing stories from every corner of life, he shows how these ideas explain why some people get so much done. Each chapter offers a remarkable blend of anecdotes and science illustrating concepts that clearly have much to offer individuals and companies striving for greater productivity. In Marine Corps training and nursing homes, he finds people are more motivated when they feel in control. Teams like the original group that created Saturday Night Live thrive in a place made safe for risk-taking. In accounts of the experiences of FBI agents, educators, airline pilots, and others, Duhigg explains the importance of creating mental models (“we must take control of our attention”), having large ambitions and realistic plans (rather than “achievable but inconsequential goals”), and managing people successfully in a culture of commitment and trust. In making decisions—in poker, for instance—we must see the future as having multiple possibilities. In innovating, we must be mindful that fast originality often lies in using proven ideas from elsewhere in new ways. Finally, in workplaces inundated with information, we can learn from data by actually doing something with it, as happened in the recent overhaul of the Cincinnati public school system. In each instance, Duhigg shows an uncanny ability to find just the right exciting example of productivity-boosting methods, leaving readers to nod in recognition that they might act in the same way to improve their lives and work.
Highly informative and entertaining and certain to have wide appeal.Pub Date: March 8, 2016
ISBN: 978-0-8129-9339-4
Page Count: 400
Publisher: Random House
Review Posted Online: Jan. 1, 2016
Kirkus Reviews Issue: Jan. 15, 2016
BOOK REVIEW
BOOK REVIEW
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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