Thoughtful, wise, and humane.
A distinguished clinical psychologist and bestselling author examines the personal and social issues that aging women face in modern American society.
For women in transition between late-middle and old age, life becomes more difficult. Loss, especially through death, becomes the new norm as women see their bodies and minds devalued by society. To help women navigate these late-life “turns in the river,” Pipher (The Green Boat: Reviving Ourselves in our Capsized Culture, 2013, etc.) offers practical wisdom based on interviews, research, and her own experiences as a therapist and aging woman. In the first section, the author highlights “the challenges of the journey,” which she illustrates with real-life anecdotes. As Pipher writes, TV, “movies, fashion, and advertising rarely reflect the needs and circumstances of older women.” Women who formerly felt attractive experience a “crisis of confidence,” and many women find their bodies becoming more limited due to illness or age. In the second section, Pipher focuses on “travel skills” women need to manage this part of the journey. The ability to accommodate change is key, as is creating a community of individuals with whom to communicate and deflect the isolation that too often comes with age. Reframing “situations in positive ways, being thankful, and giving to others” are also skills that can help ease the journey forward. In the third section, the author emphasizes the importance of relationships. Female friendships, in particular, can bring comfort and pleasure, and for those whose marriages have survived into old age, partners and families can become safe havens. But the most important relationship an aging woman has will always be with herself. As Pipher notes in the final section, one of the greatest gifts of old age is the loss of “false selves” carried earlier in the journey and the emergence of a whole and authentic self. Eloquently compassionate and sure to appeal to late-life women, Pipher’s book draws from a deep well of insight that is both refreshing and spiritually aware.
Thoughtful, wise, and humane.Pub Date: Jan. 15, 2019
ISBN: 978-1-63286-960-9
Page Count: 272
Publisher: Bloomsbury
Review Posted Online: Oct. 1, 2018
Kirkus Reviews Issue: Oct. 15, 2018
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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