by Judith Viorst ‧ RELEASE DATE: Jan. 1, 1998
Oh, what a lovely book—popular psychology at its best: a multifaceted study of an important, lifelong personal and interpersonal issue, written crisply, enjoyably, and informatively. A bestselling writer of nonfiction (Necessary Losses, 1986), a novel (Murdering Mr. Monti, 1994), and children's books, Viorst writes about the many issues of achieving control. She marshals a host of interesting observations—her own and others', such as psychologist Althea Horner's point that adolescents often achieve ``illusory power,'' rejecting parental control only to submit to that of another person, group, or social force (e.g., an idealized mentor, friends and other peers, or the values of MTV). For adults, even emotional fragility and physical illness may be used in the service of interpersonal control: ``The person running the show may be Poor Little Me,'' Viorst maintains tartly. Perhaps her best chapter, however, is on that most painful and unavoidable of subjects: the choices each of us must make at the end of life. Viorst makes a good, if undoubtedly highly controversial, case for ``rational suicide'' under certain stringent circumstances. More generally, she explores the terminally ill person's need to maintain a measure of control over how he or she dies, balanced ultimately by what Rabbi Leonard Beerman describes as ``a willed decision, an active choosing to let go.'' Like Necessary Losses, Viorst's new book deserves a very broad audience. Among them should be aspiring writers of good, popular nonfiction. Such prose looks easy, but it is anything but. It requires choosing an intriguing undercovered subject, doing extensive research among specialists, as well as mining the relevant literature and one's own experience, and perhaps above all, telling memorable anecdotes and otherwise maintaining a compelling narrative. By these standards, Viorst is an exceptionally fine popularizer, indeed.
Pub Date: Jan. 1, 1998
ISBN: 0-684-80139-6
Page Count: 384
Publisher: Simon & Schuster
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: Nov. 15, 1997
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by Judith Viorst ; illustrated by Kevin Cornell
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by Daniel Kahneman ‧ RELEASE DATE: Nov. 1, 2011
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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by Erin Meyer ‧ RELEASE DATE: May 27, 2014
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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