An informed, well-balanced report on the video game industry’s passions and pitfalls.
The inside scoop on the cutthroat competitiveness that saturates the world of video game creation and production.
After examining the integration of art and science in video games in his debut, Blood, Sweat, and Pixels (2017), Schreier directs his focus toward the volatility of the businesses through which they are created and sold. The author recognizes that such an industry doesn’t generate $150 billion in global revenue without its share of defeats and melodrama (as evidenced in the elaborate, rocky-road profile of lifelong gaming designer Warren Spector), but it’s often at the expense of the industry’s underappreciated designers. Schreier questions why such a lucrative business model fails to provide more stable employment for its content creators, as abruptly terminated employees scramble for replacement opportunities or drop out of the industry altogether. Through firsthand interviews with veteran game designers, Schreier presents varying perspectives on how the industry’s instability consistently leaves developers and designers stranded. The author scrutinizes the consistent challenges caused by studio shutdowns, which directly affect how and where designers live. He also charts the tempestuous histories of early platform games like Disney’s heroic adventure series “Epic Mickey” as well as more interactive, online role-playing games such as the dystopian “feast of sights and sounds” BioShock series, from now-defunct Boston-based Irrational Games. Schreier fair-mindedly counters his industry criticism with success stories of game designers who turned their initial misfortune into opportunities for collaborative endeavors and independent entrepreneurialism. Both seasoned gamers and neophytes will learn a great amount of history, insight, and insider detail about an ever evolving business that, to Schreier, continues to put out sophisticated products “created in the shadow of corporate ruthlessness.” The author offers further perspective via the epilogue. “As I wrote this book between 2018 and 2021,” he writes, “more than a dozen video game studios shut down.”
An informed, well-balanced report on the video game industry’s passions and pitfalls.Pub Date: May 11, 2021
ISBN: 978-1-5387-3549-7
Page Count: 320
Publisher: Grand Central Publishing
Review Posted Online: March 30, 2021
Kirkus Reviews Issue: April 15, 2021
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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