Moyo clearly identifies systemic problems that the democracies—or what’s left of them—would do well to address.
Zambian-born economist Moyo (Winner Take All: China’s Race for Resources and What It Means for the World, 2012, etc.) takes on thorny questions of economic and political stagnation.
Is democracy an essential component of market freedom? No, writes the author. As the command economy of China demonstrates, “many aspects of how the Chinese political class manages its economy are antithetical to the Western values of democracy and free markets.” That does not keep Western investors away, for China has demonstrated a commitment to things that Western democracies, by Moyo’s account, have abandoned: the idea of constant economic growth and, with it, investment in infrastructure, health care, education, and other public goods that enhance political stability. By contrast, the West is ground down in stagnation, endemic poverty and inequality, and political unrest, all of which “suggest that democracy is not a prerequisite of economic growth.” For Moyo, that economic growth is a sine qua non: without it, the developing world cannot attain developed status, and the developed world cannot flourish. Democratic capitalism may be preferred to other systems, but it has shortcomings that play out in the economic and political spheres. If democracies are to endure, she writes, then inequality must be combatted and elections need to be truly competitive and involve more than mere duopolies. The fundamental enemy of growth and democracy alike is “short-termism,” behavior that ignores the long view in favor of immediate returns and gratification. For example, “a less politicized and more long-term-focused education policy would help circumvent the problem in which the United States ranks among the highest in terms of education spending per capita but in some respects is among the worst in education outcomes when compared against its advanced country peers.” Although the writing is sometimes clunky and the argument repetitive, the author’s program of remedy is provocative and of much interest to advocates of growth.
Moyo clearly identifies systemic problems that the democracies—or what’s left of them—would do well to address.Pub Date: April 24, 2018
ISBN: 978-0-465-09746-3
Page Count: 320
Publisher: Basic Books
Review Posted Online: Feb. 5, 2018
Kirkus Reviews Issue: Feb. 15, 2018
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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