A somber reminder from an accomplished writer of the unexpected consequences and costs of revolutions.
Poet and former 60 Minutes producer Hakakian debuts with a effulgent memoir of her girlhood in the shadow of the Iranian revolution.
Combining a moving recollection of lost innocence with vivid political reportage, the author describes the universal joy expressed when the Shah fled and the Ayatollah Khomeini returned from exile. But the new regime soon became as authoritarian as its predecessor. Within a year polygamy was no longer restricted, the marriage age for girls was lowered to nine, sports were segregated, and Iran was declared an Islamic republic. The Hakakians, members of the second-largest community of Jews in the Middle East after Israel, had seen their oldest son flee to America in 1975 because he opposed the Shah. They initially welcomed the new government. Adolescent Roya and her Jewish classmates talked, wrote, and dreamed of saving the world. But their dreams soon soured. Roya, like all other women, had to cover herself in public; she and her fellow students were frisked at the school gate each morning by “Members of the Islamic Society,” an arm of the new secret police installed in the schools; and when Roya earned the best grade for an essay, the teacher tore up her work because its topic, the destructive nature of war, would have caused trouble for the young author. Hakakian vividly evokes the rhythms of family meals and celebrations in a land she considered her home, which made it all the more painful when Jews began to be singled out as non-Muslims in the 1980s, and Jewish doctors and nurses were rejected as “unclean.” Hakakian left Iran with her mother in 1984, and her father joined them in the US the next year. Before they left, her father burned all their books and Roya’s writings, deeming them unsafe to keep.
A somber reminder from an accomplished writer of the unexpected consequences and costs of revolutions.Pub Date: Aug. 1, 2004
ISBN: 1-4000-4611-4
Page Count: 272
Publisher: Crown
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: June 1, 2004
BOOK REVIEW
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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