Are there any lessons to be drawn? Yes, many. But as long as the culture “tolerates lying, even in seemingly marginal ways,”...
A wide-ranging examination of the stock-market boom of the 1990s and its resounding crash.
Ken Lay, Jack Welch, Steve Case, and their ilk may have been the guys who burst the great bubble. But, writes former Wall Street Journal reporter and current Smart Money columnist Lowenstein, “It was not merely that many companies, or many Wall Street operators, misbehaved; it was that the very culture encouraged the misbehavior and was, in large measure, its accomplice.” Whereas Americans had fled the market in droves in the stagflationary ’70s (by 1979, Lowenstein notes, most of the money held in pension funds was in “bonds, bills, and cash, which was practically like stuffing it under a mattress”) and had only reluctantly come back in the ’80s, by the end of the first Bush administration they would embrace the stock market wholeheartedly, so much so as to be ruled by it. With that change of attitudes and allocations and the concomitant demand that the market make everyone rich, as bullish ’90s boomers promised, the whole world of finance changed: auditors, analysts, and accountants came under extraordinary demands to fudge the books, and the ever-evolving procedures of federal watchdog agencies seemed calculated to encourage them to do so. Cries for reform were sounded throughout the period, Lowenstein notes, but efforts to square the books were quashed by the likes of Sen. Joseph Lieberman, “a big recipient of Wall Street and accounting industry contributions” who is now talking a good game about cleaning house. Meanwhile, CEO salaries swelled, companies that “were worthless from start to finish came to be valued in the billions of dollars,” and honest financial reports became objects of exquisite rarity—all aspects of madness-of-crowds behavior that Alan Greenspan’s phrase “irrational exuberance” only begins to cover, but that Lowenstein describes in pointed detail.
Are there any lessons to be drawn? Yes, many. But as long as the culture “tolerates lying, even in seemingly marginal ways,” Lowenstein suggests, the great humbling of 2002 may foretoken worse to come.Pub Date: Jan. 12, 2004
ISBN: 1-59420-003-3
Page Count: 272
Publisher: Penguin Press
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: Nov. 15, 2003
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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