A brightly crafted, overlong diversion.
How to make yourself lucky.
Seneca said it best: “Luck is what happens when preparation meets opportunity.” In this genial, upbeat overview, former Parade editor-in-chief Kaplan (The Gratitude Diaries: How a Year Looking on the Bright Side Can Transform Your Life, 2015, etc.) and risk-taking expert Marsh offer stories of those lucky moments in the lives of countless people. “To get lucky, you have to be in a place where opportunities are going to be around you,” said Marsh in one of the authors’ regular weekly conversations, which drive the narrative. Kaplan, a veteran journalist, is often out conducting interviews with famous and successful (and lucky) people, and she compares notes with Marsh, who provides insights from his own risk-related work (as a visiting researcher at Princeton and Harvard), as well as other findings in psychology, behavioral economics, and neuroscience. Time and again, their stories find luck occurring at the intersection of “chance, talent, and hard work,” whether in the case of the young carpenter Harrison Ford, installing cabinets for movie director George Lucas and winding up in the movie American Graffiti; or of aspiring actress Charlize Theron, discovered by an agent during a screaming fit in a Los Angeles bank. “You make luck through other people”—witness Mother Teresa, who found that flying first class put her next to wealthy donors. Not to mention social media maven Sree Sreenivasan, the former chief digital officer at the Met Museum, who, when he lost that job, got word out to his followers and soon landed a better-paying position. In a long succession of feel-good stories, not always about the famous but often so—from Thomas Edison to Lee Child and Deepak Chopra—the authors illustrate how individuals managed successfully to place the constellations of good fortune in alignment. They are quick to note that you won’t get lucky sitting home watching TV.
A brightly crafted, overlong diversion.Pub Date: March 6, 2018
ISBN: 978-1-101-98639-4
Page Count: 352
Publisher: Dutton
Review Posted Online: Jan. 9, 2018
Kirkus Reviews Issue: Feb. 1, 2018
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
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
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