A lucid account of brain research, our current knowledge, and problems yet to be solved.
A fresh history and tour d’ horizon of “the most complex object in the known universe.”
Although scientists still struggle to understand the brain, they know a great deal about it; Cobb, a professor of biological sciences, delivers an excellent overview. No one experiences his or her brain, but even the ancients were conscious of their heart, so deep thinkers, led by Aristotle, concluded that it governed human actions, perceptions, and emotions. Some Greeks experimented—on live animals; Cobb’s descriptions are not for the squeamish—but “they merely showed that the brain was complicated. Aristotle’s heart-centered view remained enormously influential, partly because of his immense prestige but above all because it corresponded to everyday experience.” Matters changed only with the scientific revolution, and Cobb writes a riveting account of four centuries of brain research that soon revealed its structure and made slower but steady progress describing its functions, which depend on complex brain cells, neurons, that communicate with each other through electrical signals but don’t actually touch. The author ends the “history” section and begins “present” in the mid-20th century. This may puzzle readers, but he has a point. “Since the 1950s,” he writes, “our ideas have been dominated by concepts that surged from biology into computing—feedback loops, information, codes and computation, but…some of the most brilliant and influential theoretical intuitions about how nervous systems might ‘compute’ have turned out to be completely wrong.” Although the computer metaphor is showing its age, the digital revolution has produced dazzling progress, allowing scientists to study individual neurons, localize brain activity in living subjects, and manipulate objects by thinking. Cobb concludes that this avalanche of new knowledge hasn’t brought us nearer the holy grail of brain research—a neural correlate of consciousness—or led to dramatic advances in treating mental illness or paralysis, but these will happen…eventually.
A lucid account of brain research, our current knowledge, and problems yet to be solved.Pub Date: April 21, 2020
ISBN: 978-1-5416-4685-8
Page Count: 480
Publisher: Basic Books
Review Posted Online: Jan. 25, 2020
Kirkus Reviews Issue: Feb. 15, 2020
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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