Overall, Ratey is a conscientious guide, pointing out the intricate routes by which human brains navigate behavior. Just...
Grab your nearest neuroanatomy text: this user’s guide plots myriad courses through the brain’s tracks and stations as Ratey (Psychiatry/Harvard Medical School) delivers the latest word on the underpinnings of perception, emotion, memory, thought, and other mental qualities.
Ratey makes it clear that the more researchers learn, the more complicated and exciting the territory of the brain becomes. It’s not too much to say that everything connects here: parts of the brain long thought to be primarily concerned with movement and coordination—like the cerebellum and the basal ganglia—are now seen to be connected to cognition and perception, for example. These new findings stem from clinical studies and techniques of neuroimaging, genetics, and biochemistry. The emphasis on the inseparability of thought, emotion, and behavior is the major take-home message. Occasionally the writing is careless (“The day an infant is conceived it begins to perceive the external world, and also becomes aware of its own internal states, such as hunger”), and sometimes it seems directed too narrowly at the author's colleagues. Ratey’s synopses of all things brainy leads him in the end to a concept of “four theaters of the mind,” which, to use another metaphor, he describes as tributaries to a river of the mind. The river begins with perception, flows through attention/ consciousness/cognition, is acted upon by the third theater of brain functions (such as language and social ability), and finally empties into the fourth theater—the identity and behavior of the perceiver. Of course, there is an upstream flow as well. Ratey plumps for this concept to be more widely used in psychiatry, which tends to focus purely on affect, paying little attention, for example, to how a patient perceives the world.
Overall, Ratey is a conscientious guide, pointing out the intricate routes by which human brains navigate behavior. Just remember: the map is only this year’s topography, subject to change and correction.Pub Date: Jan. 18, 2001
ISBN: 0-679-45309-1
Page Count: 416
Publisher: Pantheon
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: Dec. 15, 2000
BOOK REVIEW
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
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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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