Cutting-edge research and effective storytelling create an insightful book on an ever changing field.
The human brain, according to this absorbing book, has a mind of its own.
Robson, a former editor at New Scientist and a senior journalist at the BBC, has been studying the brain for years, and he admits that he is still surprised by the way it works. Why do athletes who believe in lucky charms perform better when they carry them? Why do people who believe that age leads to wisdom live longer than people who see getting older as a collection of physical problems? One of the keys to understanding this, writes the author, is the placebo effect, with which most readers will be familiar. The author also describes the “nocebo effect.” As he writes, “placebo means ‘I shall please,’ and nocebo means ‘I shall harm’—and the nocebo response occurs when we believe the body to be under threat. Through the actions of the prediction machine, such expectations will change our physiology so that the mere thought of having a symptom or disease can make us ill.” The reasons for the placebo/nocebo effect lie in the brain’s tendency to fill in the blanks. Since it can only process a small portion of received information, it makes up the rest with pieces of memory and assumption. Then it generates a response, which might involve releasing needed chemicals into the body. Mental becomes physical; expectations shape reality. Robson delves into the underpinning research, which includes methods to train the brain into positive patterns and processes, but he also emphasizes the limits. You cannot become rich by merely wishing for it, for example, but the brain can be trained into experiencing greater satisfaction with life. Robson’s many anecdotes and examples give a human dimension to these ideas. There is no doubt that there is still much to learn about the brain, but the author provides a solid grounding and a useful map on where future paths might lead.
Cutting-edge research and effective storytelling create an insightful book on an ever changing field.Pub Date: Feb. 15, 2022
ISBN: 978-1-250-82763-0
Page Count: 336
Publisher: Henry Holt
Review Posted Online: Nov. 29, 2021
Kirkus Reviews Issue: Dec. 15, 2021
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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