A humane, elegantly written contribution to the literature of trauma and care.
A scholar of psychology and psychiatry examines some of the changing regimes by which the mentally troubled are treated.
Jamison, author of An Unquiet Mind, Touched With Fire, and Night Falls Fast, opens with a graceful portrait of Sir William Osler (1849-1919), the medical pioneer recognized by American doctors a century later as “the most influential physician in history.” Osler explored many aspects of medicine, but much of what concerned him toward the end of his life had to do with the death of his son, who was badly injured on the Western Front. Returned to combat, he died there. “Death had been Osler’s tutor for the shadowland,” writes Jamison. “As a young pathologist he had performed nearly a thousand autopsies; he was keenly aware of the debt owed by the living to the dead.” Now it was personal, and he and some of his peers urged physicians to use the same attentive and loving care nurses delivered, with the charge to “bear witness to suffering, not flinch from it; be still with it and apprehend its meaning.” Those mind-oriented physicians had plenty to do when unfortunate veterans such as the poet Siegfried Sassoon, shellshocked and tormented, sought postwar care. (Said one physician to Sassoon, while on home leave before returning to the front, “you appear to be suffering from an anti-war complex.”) Jamison moves on to a consideration of the ancient connections of healing, ritual, and magic, some of which come into play in modern therapy. Along the way, while looking further at stress- and trauma-borne illness, the author studs her narrative with luminous figures such as Paul Robeson and Robert Graves, whose book Goodbye to All That was “a bitter, unsentimental account of war, atrocity, and death.” There the hero quest and its challenges come in, and, Jamison concludes memorably: “There is a cost for this, and to redeem it we look to our healers.”
A humane, elegantly written contribution to the literature of trauma and care.Pub Date: May 23, 2023
ISBN: 9780525657170
Page Count: 416
Publisher: Knopf
Review Posted Online: March 10, 2023
Kirkus Reviews Issue: April 1, 2023
BOOK REVIEW
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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