A bad bet.
Same-old, same-old casino stories from an ex-dealer delivered in the same-old, same-old package of random unconnected anecdotes spanning many decades.
Very early on, Barnes (Gunning for Ho: Vietnam Stories, not reviewed) tells us that many dealers think of their job as factory work and warns against “sociological surveys or movies that romanticize casinos.” But he romanticizes them himself, to wit: “One of the most beautiful sights to watch in a casino is the graceful pitching of the cards and hand movements of a pick-and-pay blackjack dealer.” Forget about anything resembling character or narrative in his text. Page-long stories jump from 1977 to 1995 to 1983 without explanation and without significant differences in tone or feel. They are lumped together in chapters with titles like “Breaking In,” “You’re Fired, Have a Nice Day,” and “Coping.” The best of these is “Mattress Politics,” which warns of rampant sexual harassment in the casino business, though the author’s ambivalence can be sensed in such statements as “consensual relations and love affairs in casinos far outnumber instances of sexual harassment,” and in the fact that he feels it necessary to mention that one female dealer who filed a harassment suit was a former prostitute. The stories themselves range from tame to ridiculous: a novice dealer is sent on a goose chase for a phantom “wheel crank”; a female floor boss says it’s her turn to do the sexual harassing; people of Middle Eastern descent prove to be better “past-posters” because they learned to cheat in Europe; “busty” women appear at craps tables for no other reason than to allow the author to employ the word “busty.” Barnes takes many cheap shots at today’s famous casino owners, who will probably be forgotten in a generation. His tone throughout is glittery and intoxicated: fitting for his subject, but not at all suitable to the serious treatment of casino subculture he claims to be writing.
A bad bet.Pub Date: Aug. 15, 2002
ISBN: 0-87417-506-2
Page Count: 160
Publisher: N/A
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: June 15, 2002
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
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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