Contains numerous interesting tidbits, but lacks cohesion—an unpredictable change of pace from the typical contemporary Wall...
A meandering chronicle of a remarkable immigrant family that built a powerful Wall Street investment firm, then lost it.
Financial Times contributor Chapman finds the Lehman enterprise fascinating. The fascination, however, is not grounded in investigative reporting but rather in group biography. Since the collapse of Lehman Brothers in 2008, journalists and industry insiders have published countless exposés. Chapman, however, devotes less than ten percent of the book to the events leading to the Lehman demise. The author begins in 1844, when Henry Lehman arrived by ship in New York City from a German region rife with anti-Semitism and political oppression. Two younger siblings followed, and they joined in business at Lehman Brothers. They did not start in New York City, however; rather, they pursued a plan to make money in the pre–Civil War cotton economy of the South, specifically Montgomery, Ala. The shift to Wall Street came gradually. Chapman focuses as much on the political, economic and social forces across the United States and Europe as on the business of investment banking and on individual members of the extended Lehman clan. The author’s life-and-times technique means dizzying shifts in time. Other than the three founding Lehman brothers, the most deeply drawn characters are Herbert, who served as New York State governor and a U.S. senator; and Robert (better known as Bobbie), who ran the Wall Street operation with a certain flair but also enjoyed spending money on rare art, antiques and other expensive items. In his relatively brief account of the Lehman Brothers demise, Chapman contrasts the integrity of the founders with the loose business morals of successors. Referring back to Henry’s arrival in the United States, the author writes, “Lehman Brothers died when over 150 years later a once proud institution was caught peddling junk to the world.”
Contains numerous interesting tidbits, but lacks cohesion—an unpredictable change of pace from the typical contemporary Wall Street scandal tome.Pub Date: Sept. 2, 2010
ISBN: 978-1-59184-309-2
Page Count: 336
Publisher: Portfolio
Review Posted Online: June 8, 2010
Kirkus Reviews Issue: July 1, 2010
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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