A well-argued yet discouraging exercise in the application of reason to unreason.
Irrational beliefs have reached epidemic proportions, writes philosopher and science historian McIntyre in this earnest effort to explain them.
The author hits the ground running with an account of the 2018 Flat Earth International Conference, whose attendees believe that the Earth is a disk surrounded by a wall of ice (Antarctica) under a transparent dome, that all space travel is faked, and that the truth is suppressed by a worldwide conspiracy of “experts.” The leaders in the flat Earth movement seem sincere, and the members are thrilled to belong to an elite that has discovered a truth denied to the hapless mainstream. “Science denial is not based on lack of evidence,” writes McIntyre. “Which means that it cannot be remedied just by providing more facts. Those who wish to change the minds of science deniers have to stop treating them as if they were just misinformed.” Furthermore, insults rarely work. Readers may be frustrated that the author shows as much interest in understanding how believers think as in disproving errors, but he provides ingenious insights throughout. Among those most familiar to psychologists are five factors involved in organized science denial: “cherry-picking evidence, belief in conspiracy theories, reliance on fake experts (and the denigration of real experts), logical errors, and setting impossible expectations for what science can achieve.” McIntyre shows how deniers ignored or denied the existence of climate change because it’s something that may happen in the future. Then came Covid-19, which was ubiquitous—and they denied that, too. Especially in the U.S., science denial has become politicized, with a distinct rightward tilt. “To some extent,” writes the author, “conservative denial of climate change and evolution may be explained by the fact that this is just what conservatives are expected to believe.” Lest liberals get too comfortable, McIntyre casts a gimlet eye on the fierce opposition to foods containing genetically modified organisms. “There have been no credible studies that have shown any risk in consuming them.”
A well-argued yet discouraging exercise in the application of reason to unreason.Pub Date: Aug. 17, 2021
ISBN: 978-0-262-04610-7
Page Count: 264
Publisher: MIT Press
Review Posted Online: June 15, 2021
Kirkus Reviews Issue: July 1, 2021
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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