One of the best entries in the health care reform genre.
A highly insightful examination of how to fix America’s woefully inadequate health care system.
Einav and Finkelstein, professors of economics at Stanford and MIT, respectively, manage the impressive feat of appearing neither liberal nor conservative, portraying the American health care system as not merely deplorable, but grotesque. Its patches, exceptions, complexities, and cutouts illustrate our “plug-the-leaks, squeaky-wheel-gets-the-grease approach of the past half century.” The authors make a compelling case for going back to the drawing board to do it right. The idea of universal health care is rooted in an unwritten social contract: to provide essential medical care regardless of resources. Most liberals and conservatives accept this concept, at least in theory. Current reforms miss the point by emphasizing the uninsured, ignoring the fact that 90% of insured Americans have problems. Even the coverage we do have is a mess. The authors argue for a fixed government health care budget to provide free universal coverage for basic services and the option to buy additional, supplemental coverage. Conservatives may be discomfited to learn that almost every high-income nation with free, “socialized” medicine operates under a fixed health care budget. America doesn’t and vastly outspends them all. Ironically, much of American health care is already socialized—i.e., paid for by the government with salaried doctors at the VA hospitals and community health centers. Taken as a whole, our taxes already pay for universal basic coverage, but basic coverage must be just that: basic. Some extras—private rooms, choice of doctors, good food, short wait times for routine care—don’t qualify. The authors’ vivid examples vary from tolerable (Australia, Singapore) to unpleasant (China). Their plan would create a two-tier system benefiting those with supplementary coverage, but we already have that. The advantage is that it would fulfill the social contract we all accept. Today’s basic coverage for the poor—i.e., Medicaid—is not only a failure; it’s often undeniably cruel.
One of the best entries in the health care reform genre.Pub Date: July 25, 2023
ISBN: 9780593421239
Page Count: 304
Publisher: Portfolio
Review Posted Online: May 17, 2023
Kirkus Reviews Issue: June 15, 2023
PERSPECTIVES
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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