There will be readers who disagree with Muttitt’s thesis. They will now be obliged to marshal similarly convincing evidence.
The former co-director of Platform, a London-based group devoted to combating the harmful influences of transnational corporations, unravels Iraq’s oil politics.
In this well-reported debut, Muttitt never insists that oil was the sole motive for the 2003 invasion of Iraq. As both an activist and freelancer, he makes his sympathies plain from the beginning, but he rejects crude conspiracy theories in favor of a more subtle take: that the occupiers genuinely saw themselves as liberators, never acknowledging their own self-interest in securing an energy supply. Still, the British and Americans acted in precisely the manner expected of imperial powers, particularly when it came to the oil sector, installing dubious allies in government and industry, starving domestic institutions of resources and authority, and stoking political divisions among the indigenous opposition. Muttitt relies on his own deep familiarity with the region, damning documents made available by the Freedom of Information Act, and interviews with numerous Iraqi oil experts and government officials to demonstrate the centrality of oil to the war’s planning and execution, to explain the chaotic first months of occupation (ever wonder why the Ministry of Oil was the sole public building unlooted or unburned?), and the many missteps of the Coalition Provisional Authority. Follow the oil, Muttitt advises, to fully understand the years of sectarian violence, the tortuous formation of the deeply flawed permanent government, the thwarted attempt to privatize an oil industry 30 years nationalized, and the handoff from occupying powers to armed security forces of the big oil companies. Throughout, the author displays an exquisite sensitivity and a deep respect for the resilience of the Iraqis and the sophistication of their oil industry before its gutting by the occupation. He’s contemptuous of today’s scramble for profits among the likes of ExxonMobil, BP and Shell. No, the war wasn’t only about oil, but as one State Department adviser asked, “What did Iraq have that we would like to have? It wasn’t the sand.”
There will be readers who disagree with Muttitt’s thesis. They will now be obliged to marshal similarly convincing evidence.Pub Date: July 3, 2012
ISBN: 978-1-59558-805-0
Page Count: 464
Publisher: The New Press
Review Posted Online: May 12, 2012
Kirkus Reviews Issue: June 1, 2012
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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