Not turgid enough for academia or lucid enough to be quality popular science, the book is a dense, detailed, often...
This is no self-help book but rather a rigorous scientific analysis of brain function, heavy on research and theory.
LeDoux (Neuroscience/New York Univ.; The Synaptic Self: How Our Brains Become Who We Are, 2002, etc.), who directs the Emotional Brain Institute at NYU and at the Nathan Kline Institute, explains that anxiety is fear in the absence of obvious danger. Modern humans face few deadly perils but “more than make up for their absence with our brain’s capacity to anticipate threats including some that may never happen.” The author stresses that fear is the end product of brain structures that generate no feelings by themselves but detect danger and orchestrate defensive responses that ensure the organism’s survival. Technical advances have given neuroscientists precise tools to investigate these structures, and psychologists have been active in the process as well. The result is a torrent of findings from neuroscientific laboratories that often conflict with psychological theories. LeDoux recounts them in often painful detail and tries, sometimes successfully, to reconcile them. In the final chapters, the author claims to offer new ways to cope. He mentions experimental, mind-altering drugs and describes how various brain structures respond to psychotherapy, and he seems particularly intrigued by the benefits of meditation. However, LeDoux is a scientist (more than 100 pages of notes and bibliography attest to his research), not a media celebrity à la Drs. Phil, Oz, and Weil, so sufferers will find no cheerful advice on banishing worry but plenty of sensible if discouraging qualifiers: “additional research will be necessary,” “not all studies have found this effect,” “this has a promising potential….”
Not turgid enough for academia or lucid enough to be quality popular science, the book is a dense, detailed, often stimulating review of how the brain processes external threats.Pub Date: July 14, 2015
ISBN: 978-0-670-01533-7
Page Count: 464
Publisher: Viking
Review Posted Online: April 26, 2015
Kirkus Reviews Issue: May 15, 2015
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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