Weirdly attention-grabbing. What Witold Rybczynski did for the screwdriver, Owen does for the photocopier. (Photos and...
New Yorker staff writer Owen (The Making of the Masters, 1999, etc.) fluidly recounts the story of the “most successful product ever marketed in America.”
That’s according to Forbes, but Owen’s lapidary prose is far more pleasurable than that magazine’s breathless pages. Whether he’s explaining the rudiments of home improvement (The Walls Around Us, 1991) or the evolution of the copying machine, he makes the unlikeliest suspects into appealing tales. The action this time centers on Chester Carlson, son of grinding poverty and the visionary behind the photocopier, a nonintuitive idea if there ever was one. Though Owen makes it clear that there were a good handful of individuals who lent critical insights to the project, Carlson’s perseverance was particularly remarkable. Time and again, his invention was on the brink of oblivion, time and again he managed to secure funding or find a niche that the machine (ever in the process of refinement) could fill to sustain the work in progress. Along the way, Owen rolls out the evolution of the copying process, starting with Sumerian scribes, moving through monks and machines—intaglio, lithography, the hectograph, pantograph, and polygraph (Thomas Jefferson thought this last, an early copier, was indispensable to democracy)—to the critical discoveries of aniline dyes and a sort of proto-carbon paper that helped lead to the first xerographic copy in 1938. But no one wanted to join the young company as a partner in manufacturing, and RCA tried to make an end run around Xerox patents, though it got nowhere. The photocopying process is not a simple thing to understand; photoelectricity, a building block of the copier, is so arcane, for instance, that “Albert Einstein won the Nobel Prize in 1921 for having explained it in 1905.” To Owen’s abiding credit, he makes it all intelligible in this rich business history.
Weirdly attention-grabbing. What Witold Rybczynski did for the screwdriver, Owen does for the photocopier. (Photos and illustrations)Pub Date: Aug. 10, 2004
ISBN: 0-7432-5117-2
Page Count: 320
Publisher: Simon & Schuster
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: June 15, 2004
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
© Copyright 2025 Kirkus Media LLC. All Rights Reserved.
Follow
Popular in this Genre
We can’t wait for you to join Kirkus!
It’s free and takes less than 10 seconds!
Already have an account? Log in.
OR
Sign in with GoogleTrouble signing in? Retrieve credentials.
Welcome Back!
OR
Sign in with GoogleTrouble signing in? Retrieve credentials.
