An appealingly different view of employment based on what people actually do and not just statistics.
Former Harvard Magazine deputy editor Lambert (Mind Over Water: Lessons on Life from the Art of Rowing, 1999) reviews the effects on the labor force of practices such as self-checkouts at grocery stores and how they are reducing the availability of entry-level jobs.
The author profiles how such changes tend to eliminate these jobs and consumers' own labor is used as a substitute for the lost employment. Lambert attributes the readiness to accept such increased burdens to a submissive “middle-class serfdom” produced from a work ethic of self-reliance. These days, shadow work “represents a major—and hidden—force shrinking the job market.” The shift, writes the author, is often based on consumers' lack of awareness, since “to get millions of people doing shadow work, it’s imperative to avoid consumer choice in the matter.” Do-it-yourself types of labor, undertaken voluntarily—at the gas station, a food-dispensing kiosk, or online at home—eliminate services that have been taken for granted, and the DIY movement is attractive to consumers seeking to reinvigorate their lifestyles. Downsizing, technological attrition through automation, and the outsourcing of the menial tasks of a business’s operations are some of the causes behind this global transformation for prospective employees and the unemployed—the author cites a World Economic Forum statistic that "young people aged 15 to 24 make up 17 percent of the global population but 40 percent of the unemployed." Lambert examines a variety of industries, including retail trade, food service and restaurants, airlines and travel, highlighting ongoing changes and their effects. Many of the jobs that are being replaced by shadow work are entry level. Without the entry-level jobs—e.g., bank teller, office secretary—the author wonders whether anyone will be able to build the skills necessary to work his or her way up the pyramid of opportunity.
An appealingly different view of employment based on what people actually do and not just statistics.Pub Date: May 12, 2015
ISBN: 978-1-61902-525-7
Page Count: 272
Publisher: Counterpoint
Review Posted Online: Feb. 23, 2015
Kirkus Reviews Issue: March 15, 2015
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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