Sure to become a classic treatment of suffering.
Psychologist Brehony (Ordinary Grace, 1999, etc.) turns her attention to suffering, grief, and wisdom.
Meet Deborah Cook, a 40-something mother of two. Cook's quiet, happy life was turned upside down when she learned that she had breast cancer and that her ten-year-old daughter had leukemia. But having cancer, says Deborah (now on the mend), was the "beginning, not the end, of life." She claims that she's learned tremendous lessons through her illness, and she talks about her luck and her blessedness rather than her misfortune: even the clover in her yard now seems like a miraculous gift, for example, and not merely an annoying weed. Sufferers, according to Brehony, can (like Deborah Cook) be alchemists, turning lead into gold and making the best of a terrible situation—but there are some concrete steps one must take. First, one must overcome certain habits (such as a resistance to change) that will only serve to increase pain during a trauma. Brehony urges those suffering from illness or some other tragedy to try to find a larger perspective—go to church, she says, make a family tree, read Anne Frank, or join an astronomy club. And be compassionate: read stories to kids in a hospital or make soup for the local soup kitchen—above all, pay more attention to other people's suffering than to your own. Hopping on the pop Buddhism bandwagon, the author also suggests that sufferers should cultivate "mindfulness." Meditate for five minutes a day, read up on Buddhist meditation (she recommends Thich Nhat Hanh and Jack Kornfield), and take a yoga class so you can learn the basics and find a community in one fell swoop. Don't forget to maintain your sense of humor, express your feelings, and count your blessings. These practical tips, found in the second part of the book, offer a nice counterpoint to the more journalistic explorations of suffering and sufferers in the first half.
Sure to become a classic treatment of suffering.Pub Date: Sept. 11, 2000
ISBN: 0-8050-6435-4
Page Count: 269
Publisher: Henry Holt
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: July 1, 2000
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
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
© Copyright 2025 Kirkus Media LLC. All Rights Reserved.
Follow
Popular in this Genre
We can’t wait for you to join Kirkus!
It’s free and takes less than 10 seconds!
Already have an account? Log in.
OR
Sign in with GoogleTrouble signing in? Retrieve credentials.
Welcome Back!
OR
Sign in with GoogleTrouble signing in? Retrieve credentials.
