A practical primer for those seeking to reduce the hegemony of bias in everyday life.
Nordell, a longtime student of prejudice and its origins, observes that there is a gulf “between the values of fairness and the reality of real-world discrimination,” a gulf defined by the term implicit or unconscious bias. It is costly: Undervaluing women, ethnic minorities, or other marginalized groups deprives society of potentially valuable contributions on the parts of those who are discriminated against. While recognizing that many barriers are deliberate, Nordell argues that most people don’t set out to make the sharp distinctions that engender them; the biases truly are unintended and, while learned, largely unexamined. The author’s case studies include a transgender research scientist who, having transitioned to a male, found that his abilities were far more valued than when he was female; an Asian American man who lacked math skills but was promoted into jobs that assumed he was a stereotypical numbers whiz; and an imaginary Black teenager who, presented to White audiences as having “behaved in an antisocial way,” was assumed to be a future felon and therefore more deserving of punishment than a White peer accused of the same thing. Nordell’s examples are revealing but lead to the same general set of conclusions, so there’s a certain sameness to the narrative that becomes more pronounced as it progresses. More useful are some of the recommended remedies, including “mindfulness meditation”—which, when adopted by one Oregon police department, led to a rapid decline in the use of force and citizen complaints—and counseling approaches that minimize shame while building awareness of bias and the motivation to imagine others' perspectives. "Colorblind" approaches, she writes, can backfire. These efforts pay off, she writes. Trust builds, relationships deepen; in a business context, “racially diverse teams where all employees were able to feel psychologically safe enough to learn from one another outperformed homogenous teams."
A practical primer for those seeking to reduce the hegemony of bias in everyday life.Pub Date: Sept. 21, 2021
ISBN: 978-1-250-18618-8
Page Count: 368
Publisher: Metropolitan/Henry Holt
Review Posted Online: July 23, 2021
Kirkus Reviews Issue: Aug. 15, 2021
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
The Stoics did much better with the much shorter Enchiridion.
A follow-on to the author’s garbled but popular 48 Laws of Power, promising that readers will learn how to win friends and influence people, to say nothing of outfoxing all those “toxic types” out in the world.
Greene (Mastery, 2012, etc.) begins with a big sell, averring that his book “is designed to immerse you in all aspects of human behavior and illuminate its root causes.” To gauge by this fat compendium, human behavior is mostly rotten, a presumption that fits with the author’s neo-Machiavellian program of self-validation and eventual strategic supremacy. The author works to formula: First, state a “law,” such as “confront your dark side” or “know your limits,” the latter of which seems pale compared to the Delphic oracle’s “nothing in excess.” Next, elaborate on that law with what might seem to be as plain as day: “Losing contact with reality, we make irrational decisions. That is why our success often does not last.” One imagines there might be other reasons for the evanescence of glory, but there you go. Finally, spin out a long tutelary yarn, seemingly the longer the better, to shore up the truism—in this case, the cometary rise and fall of one-time Disney CEO Michael Eisner, with the warning, “his fate could easily be yours, albeit most likely on a smaller scale,” which ranks right up there with the fortuneteller’s “I sense that someone you know has died" in orders of probability. It’s enough to inspire a new law: Beware of those who spend too much time telling you what you already know, even when it’s dressed up in fresh-sounding terms. “Continually mix the visceral with the analytic” is the language of a consultant’s report, more important-sounding than “go with your gut but use your head, too.”
The Stoics did much better with the much shorter Enchiridion.Pub Date: Oct. 23, 2018
ISBN: 978-0-525-42814-5
Page Count: 580
Publisher: Viking
Review Posted Online: July 30, 2018
Kirkus Reviews Issue: Aug. 15, 2018
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