A useful addition to the popular psychology shelf, although readers acquainted with self-help literature may find the...
A self-help manual for those who wish to overcome destructive behavioral patterns.
Psychotherapist O'Connor (Undoing Depression: What Therapy Doesn't Teach You and Education Can't Give You, 2010, etc.) presents exercises to help readers overcome destructive behavior that has become habitual. He buttresses his claim by referencing Israeli-American psychologist Daniel Kahneman's thesis that there are two systems of thinking that govern our mental processes: The first is a rapid, automatic response, such as that used by an athlete in a high-pressure situation, and the second is a slower process of conscious reflection. “[O]ur choices and actions are much more influenced by unconscious processes than we feel comfortable admitting to ourselves,” writes O'Connor. However, he differs from Kahneman, who “argues that self-control is of necessity an act of the conscious mind.” O’Connor writes that “with time and repetition, it can become more and more a part of the automatic self, so that it becomes easier to practice.” The author supports his contention by referencing research on the remarkable plasticity of the human brain, which can rewire its neural circuitry to compensate for brain injury. His proposed exercises include keeping a daily journal and practicing mindfulness meditations in order to suppress impulsive behavior. Others involve transforming social relationships through small steps—e.g. striving for honesty rather than accommodation, becoming self-assertive where appropriate—and he recommends strengthening will power by avoiding triggers—e.g., alcoholics should stay out of bars and avoid friends who act as enablers. If done regularly, these exercises can reveal habitual patterns of self-destructive behavior and play a part in removing the need “to distort our world through psychological defenses.”
A useful addition to the popular psychology shelf, although readers acquainted with self-help literature may find the exercises overly familiar.Pub Date: Aug. 1, 2014
ISBN: 978-1594632563
Page Count: 304
Publisher: Hudson Street/Penguin
Review Posted Online: May 18, 2014
Kirkus Reviews Issue: June 15, 2014
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
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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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