A mind-stretching book for business leaders who are tired of being victims of uncertainty.
In his debut, business psychologist Chitta says that change can be a competitive advantage for the nimble-minded.
This nonfiction book focuses on helping people and organizations harness the power of change. The author says that we all live in a “VUCA” world, in which “volatility, uncertainty, complexity and ambiguity” are part of global transformation. How do leaders navigate such an environment? Chitta sums it up with one word: agility. Businesses that go from “fragile to agile,” he says, can seize growth opportunities that often come with market upheaval. However, his model is more robust than conventional change management; instead of simply minimizing disruption, Chitta suggests removing fragility by building an organization’s capacity for change. His holistic, purpose-driven approach taps four dimensions of human performance: behavioral, rational, emotional and spiritual. Its goal is to foster a culture that prizes curiosity, experimentation and active learning. He underscores the importance of change with brief case studies, many featuring high-profile corporations: The evolution of Netflix from a DVD-by-mail service to a streaming-media provider acutely illustrates how a change-agile mindset can mean the difference between survival and extinction; one of Netflix’s rivals, Blockbuster Entertainment, failed to adapt and went bankrupt. The case studies bring a real-world feel to a book that’s otherwise heavy with abstract ideas. The prose is stiff and verbose (“Our experience suggests that many more employees are naturally open to being agents of change than are change resisters if they are treated with the respect they deserve”), but the book’s explanatory diagrams make the concepts easier to grasp. Indeed, the book contains many stimulating, forward-thinking ideas, which can be overwhelming at times. Fortunately, the sections are methodically organized, smoothly transitioning from theory to practical tips. Chitta also makes it a point to include examples from emerging markets, such as China, Singapore and the Middle East, which are expected to be major contributors to future global economic growth; there, change agility may yield its greatest rewards. To thrive in these dynamic, risk-laden markets, Chitta, says, mastering change isn’t merely a virtue—it’s a necessity.
A mind-stretching book for business leaders who are tired of being victims of uncertainty.Pub Date: July 1, 2014
ISBN: 978-1497505476
Page Count: 242
Publisher: CreateSpace
Review Posted Online: Sept. 16, 2014
Review Program: Kirkus Indie
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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