A well-written, inviting treatise to be a better person.
An intriguing investigation of our need to belong and how to make that process easier for the bashful among us.
Stanford psychology and business professor Cohen offers a learned tour of experimental and social psychology, connecting science to real life in meaningful ways. On the issue of the pitched politics of our time, he observes that there’s an evolutionary reason for not deviating from group beliefs, no matter how ridiculous or dangerous: “Being outcast from our tribe,” he writes, “would once have presented a physical threat to survival, and our brains still seem to see it that way. To venture dissent is to risk expulsion.” The tribe element is important, for being a member of a group is an essential part of identity, and being outside of a group is, writes Cohen, as bad for one’s health as a pack-a-day smoking habit. Throw race into the mix, and things get more complicated. Drawing on a variety of disciplines, the author observes that White people are often visibly stressed when in the company of Black people, fearing that they may be called out for racism. “The accumulation of mortifications can put people in a constant state of alert, ready for the possibility of demeaning treatment,” he adds, and while those mortifications apply to oppressed minorities more often than to the dominant majority, everyone has plenty of shame-inducing incidents. The ticket out? Cohen suggests that it’s as simple as kindness, judging less and listening more, and being polite: “Not interrupting; saying ‘please’ and ‘thank you’; apologizing when we do harm, whether intended or not, and even if others seem oversensitive about the harm caused, are signs that we see other selves as belonging in the circle of those to whom we should show respect.” Cohen is to the point and unsentimental even as he points the way to a nicer way to live.
A well-written, inviting treatise to be a better person.Pub Date: Sept. 13, 2022
ISBN: 978-1-324-00618-3
Page Count: 448
Publisher: Norton
Review Posted Online: July 12, 2022
Kirkus Reviews Issue: Aug. 1, 2022
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
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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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