A provocative look at the business of the future.
A global business consultant highlights 30-odd mostly young people who are making a difference in the world by breaking the old rules.
Shoemaker, founding president of Social Venture Partners International, highlights “rebuilders,” entrepreneurs he likens to the engineers we need to mend our decaying infrastructure. Indeed, his subjects are bridge builders of a sort, possessing “a combination of qualities and skill sets that will enable them to effectively address the accelerating economic, social, and health disparities across an increasingly uneven, siloed America.” A case in point is Rosanne Haggerty, who launched a nonprofit dedicated to ending chronic homelessness; by Shoemaker’s account, one of her winning qualities is “a Generosity Mindset,” committed to achieving buy-in from all the constituents and to appreciating differences of opinion among people. The author writes that the best rebuilders have experience in the for-profit, nonprofit, and public sectors, but generosity is an essential ingredient in building working communities and cultures and doing away with the impediment that is the zero-sum game. So, too, is the ability to understand and interpret vast bodies of data—as with the social worker who manages garbage truck drivers for the city of Phoenix while building “a culture that doesn’t just embrace data but empowers people through the data.” Mental agility helps, as does a willingness to do things differently from eras past. One example is switching the focus of social services to be not on the program itself but instead on the consumer, as with a former business executive who is now committed to ending illiteracy in the world by asking himself “what illiterate people in the world need and what products and services would best meet their needs.” Shoemaker’s body of case studies embraces complexity and diversity alike, speaking to the need for “cross-sector fluency” and the recognition that there’s a lot of work to be done.
A provocative look at the business of the future.Pub Date: March 16, 2021
ISBN: 978-1-4002-2169-1
Page Count: 240
Publisher: HarperCollins Leadership
Review Posted Online: April 2, 2021
Kirkus Reviews Issue: April 15, 2021
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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