Consuming more now and enjoying it less? In this heavily researched but accessible work, Schor (Women’s Studies/Harvard; The Overworked American, 1992) tells us how and why this is so and what we might do about it. “See-want-borrow-and-buy” is Schor’s succinct summation of American spending habits. As status and identity become increasingly indistinguishable, our very sense of worth becomes invested in what we buy. We spend billions for status. Given identical pairs of jeans, identical tubes of lipstick, we will more than likely buy, at a much higher price, the item with the designer label. Yet, such spending is self-defeating and never-ending. We no longer wish simply to keep up with our neighbors, but to emulate the spending habits of the richest 20 percent of Americans (television is the main vehicle through which we know what they buy). As their consumption increases, then, so does ours. The result of this endless game of catch-up is Americans working more, going increasingly into debt, but finding themselves no more happy or contented, in fact often a great deal less so. Further, as we spend privately our support for collective consumption—on education, social services, public safety—diminishes, further eroding our sense of well-being. It’s possible, but not easy given how natural it seems, to get out of this cycle of self-defeating consumption. Millions of Americans, whom Schor terms “downshifters,” have opted to work, earn, and consume less and in the process created richer, more meaningful lives. Schor supports all of these findings with abundant, perhaps overabundant, survey data. Missing, though, is a consideration of why consumption is so deeply ingrained in us, what’s lacking in our collective lives that leads to such compensatory consumption. She discusses fears of downward mobility but never really develops this theme. Despite some shortcomings, this is an important analysis of who, or perhaps what, we are. It deserves and will surely gain a wide audience. ($100,000 ad/promo; author tour; radio satellite tour)
Pub Date: May 1, 1998
ISBN: 0-465-06056-0
Page Count: 272
Publisher: Basic Books
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: April 15, 1998
BOOK REVIEW
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
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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