A rich trove of science and contemporary culture.
An expert popular science account of human speech.
In his latest, New Yorker staff writer Colapinto provides an intensely researched, tightly focused, lucidly written story that is long but not too long. As the author points out, to call human speech a “miraculous feat” understates the case. All other animals “use their voices to make in-the-now proclamations about immediate survival and reproductive concerns, including expressions of fear, anger, hunger and mating urges.” Evolved perhaps 200,000 years ago, human language allows us to refer to events in the past or future and to make plans that we share with others, “to build the villages, towns, cities and nations that have given us primacy over the Planet and everything on it.” Even before birth, infants listen, their brains absorbing a dazzling array of tone, phonetics, syntax, patterns, and rules. Despite what early experts taught, language is not pre-installed in the brain at birth; babies learn it, usually accumulating a “mental dictionary” of 60,000 words by age 18. They achieve this because words are not random assemblages of digits. They carry meaning, and we are a species that craves meaning. Midway through the book, Colapinto moves from the mechanism of speech to its purpose. Darwin compared the changes languages undergo to natural selection, but the author disagrees. Over time, he maintains, changes in articulation, accent, and vocabulary have not increased but hobbled their efficiency, creating a Babel of incomprehensible tongues that pushes us apart. Observers claimed that the spread of media, from radio to the internet, would homogenize American speech, but the opposite occurred. Instant communication has combined with bitter ideological, economic, and cultural clashes to accelerate the creation of new American speech patterns. In the final chapter, Colapinto discusses political oratory, which has united Americans in the past. He gives high marks to the rhetoric of presidents such as Lincoln, Kennedy, and Reagan; however, like the majority of Americans, he considers Trump a divisive force.
A rich trove of science and contemporary culture.Pub Date: Jan. 26, 2021
ISBN: 978-1-982128-74-6
Page Count: 320
Publisher: Simon & Schuster
Review Posted Online: Oct. 26, 2020
Kirkus Reviews Issue: Nov. 15, 2020
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
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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