An alarming but not alarmist book that deserves serious attention from economists and policymakers.
The supply chain is broken—and it’s not likely to get fixed, at least not as we know it.
It may comfort gun control advocates to know that, in the words of one industry spokesperson, “5.56 ammunition for an AR-15 used to be about 33 cents a round. Now you’re looking at closer to almost a dollar a round.” Blame it on a failed supply chain, and blame that failure on the Trump administration since things began to unravel with the trade war with China. Granted, writes Rickards, it was a mistake to admit China into the World Trade Organization in the first place, and in any event, “stretching supply chains to reach cheap labor in China exponentially increases the risk of adverse outcomes on the way.” The author argues persuasively that the supply chain suffers other weak points. Though it has always been with us, its so-called scientific management has not, and innovations such as just-in-time inventory invite disaster when they run off track. Combine such disasters with stacked-up shipping containers, truckers not moving loads because they’re busy protesting pandemic restrictions, and hoarding behavior, and your local Costco begins to look like East Berlin. What’s more, writes Rickards, our current bout of inflation is a direct result of supply chain disruption, and it’s likely to get worse before it gets better—and might even become deflationary in the end. Given that “Apple works with suppliers in forty-three countries on six continents to source the materials and parts that go into an iPhone,” it’s essential to get things right. Rickards offers an eminently sensible (though costly and surely difficult) solution. Remove regimes such as China and Iran from the global “College of Nations,” establish a “Supply Chain 2.0” that “involves bringing commodity inputs and manufacturing back to the United States and allied countries,” limit trade to “trusted partners,” and rebuild the economy from scratch.
An alarming but not alarmist book that deserves serious attention from economists and policymakers.Pub Date: Nov. 29, 2022
ISBN: 978-0-593-54231-6
Page Count: 272
Publisher: Portfolio
Review Posted Online: Sept. 26, 2022
Kirkus Reviews Issue: Oct. 15, 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
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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