A forcefully argued if perhaps fanciful alternative takeon hyperthyroid problems.
A psychotherapist proposes a non-pharmaceutical approach to thyroid problems.
In her nonfiction debut, Williams proposes using cognitive-behavioral therapy (CBT) to combat Graves’ disease (and other forms of hyperthyroidism), from which the author herself has suffered and for which she was initially prescribed a standard drug regimen that quickly wore on her. “I became dependent on medication,” she writes. “My behavior changed completely from living freely and independently to feeling trapped and dependent on prescription drugs.” As an alternative to this protocol, the author turned to prayer, altered her eating habits, and practiced CBT, which appeared to work. “I healed myself naturally,” she states, “and I believe you can, too.” In a series of short, concise chapters, Williams breaks down the details of and science behind hyperthyroidism and colorfully relates her own history with the condition. Each of the book’s chapters concludes with a “Reflections” section in which readers are encouraged to answer broad discussion questions like, “How do you feel about your current health?” The author’s tone is compassionate throughout as she reassures readers who have received a thyroid-related diagnosis that they aren’t alone in their worry and sense of isolation. This compassion is encouraging; less so is the author’s Christian-fundamentalist perspective, which often feels too close to tent-revival faith-healing. When she writes, for instance, “one of the greatest blessings anyone can receive is the Divine love and His purpose,” atheists and other non-Christian readers may wonder where they stand in this arrangement—and those suffering from the conditions covered here might feel less inclined to seek medical help, which, despite the author’s stance, they very likely need. This strand of science-denialism notwithstanding, the book’s emphasis on an upbeat attitude and improved healthy habits will doubtless help some readers.
A forcefully argued if perhaps fanciful alternative takeon hyperthyroid problems.Pub Date: July 6, 2023
ISBN: 9798988094913
Page Count: 114
Publisher: N/A
Review Posted Online: Nov. 27, 2024
Review Program: Kirkus Indie
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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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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