Complex science lightly delivered; a pleasure for anyone comfortable with the thought that knowing others’ minds will...
Do the dead have thoughts? The late Harvard psychology professor Wegner (The Illusion of Conscious Will, 2002, etc.), assisted by neuroscientist Gray (Mind Perception and Morality/Univ. of North Carolina), ponders that ethereal question and much more.
I think, therefore I am. I know I am—but what about you? We scarcely know our own thoughts, it seems, but we accord other humans, and other beings, respect and agency because we acknowledge that they have thoughts, that they have mind. Never mind that we may be wrong about how much respect we accord others; for instance, as the authors write in a move guaranteed to tick off cat lovers, we “extend more protection to kittens than crows, despite the fact that corvids are much smarter.” Yes, they are, demonstrably and measurably, but our view otherwise grants kittens slightly more capital in the animal rights department. And what of dead people? What, particularly, of a dead you? Write the authors, with admirable clarity, “trying to perceive your dead mind is paradoxical, because you have to perceive a state that is incapable of perception—which is impossible while you are currently perceiving.” The authors’ approach to understanding the minds of others—whether those minds are those of people we consider enemies or people who for whatever reason cannot express themselves—is a touch softer than the hard-core neuroscience of, say, Antonio Damasio. Still, they look at some very tough questions: how do we sort our thoughts about the minds of others in such a way that we can rationalize torture? (The answer hinges on levels of empathy.) What kind of mind does God have, if God exists? (A provocative hint: “God is perceived as being very high in agency but relatively low in experience.”) And so forth, all leading to the wise if unsettling thought that “our perceptions are all we have.”
Complex science lightly delivered; a pleasure for anyone comfortable with the thought that knowing others’ minds will improve our own.Pub Date: March 22, 2016
ISBN: 978-0-670-78583-4
Page Count: 400
Publisher: Viking
Review Posted Online: Jan. 25, 2016
Kirkus Reviews Issue: Feb. 15, 2016
This a book of earlier, philosophical essays concerned with the essential "absurdity" of life and the concept that- to overcome the strong tendency to suicide in every thoughtful man-one must accept life on its own terms with its values of revolt, liberty and passion. A dreary thesis- derived from and distorting the beliefs of the founders of existentialism, Jaspers, Heldegger and Kierkegaard, etc., the point of view seems peculiarly outmoded. It is based on the experience of war and the resistance, liberally laced with Andre Gide's excessive intellectualism. The younger existentialists such as Sartre and Camus, with their gift for the terse novel or intense drama, seem to have omitted from their philosophy all the deep religiosity which permeates the work of the great existentialist thinkers. This contributes to a basic lack of vitality in themselves, in these essays, and ten years after the war Camus seems unaware that the life force has healed old wounds... Largely for avant garde aesthetes and his special coterie.
Pub Date: Sept. 26, 1955
ISBN: 0679733736
Page Count: 228
Publisher: Knopf
Review Posted Online: Sept. 19, 2011
Kirkus Reviews Issue: Sept. 1, 1955
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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