Constructive counsel for future counselors that should be part of every law student’s brief.
A practical primer for students entering the intimidating first year of law school.
With intimacy and vulnerability, Glimp, an accomplished graduate of Columbia Law School, shares not only her own experiences—from receiving her acceptance letter and her first failed test to taking the bar with a cracked tooth in hand—but also her practices of gratitude, mindfulness, and meditation to help “1Ls” succeed. These tools go beyond simple insights into the Socratic method or exam strategies, though those are here, too. The author provides tips for developing a Super PAC (or “Personal Affirmation Committee”) of family members, friends, upperclassmen, and mentors to help maximize support and make important connections that will serve future lawyers well past their first year in school. Glimp identifies common pitfalls like negatively comparing oneself to peers, the mediocrity of complacency, and the myth of multitasking. She details specific language and tactics that POCs and other marginalized individuals can use to combat implicit bias, microaggressions, and systemic discrimination, and she suggests pragmatic ways to confront inequality and to self-advocate. Each chapter includes a “Solo Sidebar” with questions that encourage self-examination (“What excites you the most about starting law school?”) along with mindfulness exercises that focus on stretching, breathing, and other self-soothing techniques. A resource on law school that emphasizes gratitude and touts the importance of self-care as much as academic fastidiousness might seem a little New Age-y at first, but its straightforward practicality and easy-to-implement advice keep things grounded. Glimp never sugarcoats how difficult law school can be and shares accessible strategies to deal with fear and anxiety. The advice on how to “show up and shine” often focuses on basic (and easy to neglect) areas like diet, exercise, and good sleep hygiene. The text is well supported by citations and provides recommendations for further reading. Though this guide is a resource aimed at first-year law students, there is much here that would be a boon for anyone entering an intensive academic program.
Constructive counsel for future counselors that should be part of every law student’s brief.Pub Date: today
ISBN: 9781646035236
Page Count: 146
Publisher: Pact Press
Review Posted Online: Aug. 9, 2024
Kirkus Reviews Issue: Oct. 1, 2024
Review Program: Kirkus Indie
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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