You'd think Monty Python creator Cleese tackling health, happiness, and life after death would make for hilarious reading. Well, think again. Cleese and family therapist Skynner have followed their successful Families and How to Survive Them (not reviewed) with a dialogue on healthy mental living. The gist of their theory boils down to the need for the parent and child in each of us to be well integrated and flexible. In a rote repartee that consists of leading questions and summations, Cleese and Skynner apply their psychological analysis to individuals, families, corporations, nations, and societies. But even with ITT and Karl Marx on the proverbial couch, Cleese's occasional jokes fall flat. Bud Handelsman's cartoons, which depend too heavily on the text, provide the only comic edge—for while the give and take of discussion might be invaluable in therapy, it is tiresome to read. The book's rambling format is all the more distressing because some of Cleese and Skynner's points are solid. They touch on everything from child rearing to the recipe for happy marriage, as well as grief, work fulfillment, near-death experiences, the Holocaust, and the current mayhem in Somalia. They cite an equally wide a range of sources, from a 30-year study of Harvard students to Plato, Coleridge, and Dale Carnegie. Many of their conclusions—e.g., that sexual experience before marriage can demystify sex and prevent conjugal infidelity, or that strong, hands-off leadership makes for both good business and happy families—are pop-psych boilerplate. But Skynner's clinical experience gives such basic comments a bit more heft than they usually receive in popular magazines and on talk shows. If the ``Parent'' in the authors had been firmer with the ``Child'' and insisted on heavy editing and strong shaping, this work might have moved beyond self-help mediocrity.
Pub Date: Jan. 9, 1995
ISBN: 0-393-03742-8
Page Count: 432
Publisher: Norton
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: Nov. 1, 1994
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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