At a time when public nobility is hard to come by, this is a good reminder of the power of ethical leadership.
An introductory guide to the luminaries of Greco-Roman ethical philosophy—and their checkered histories.
Stoicism is famously prescriptive: Marcus Aurelius’ Meditations is cherished for its aphoristic guidance on virtue and leadership, and Epictetus’ best-known work, Encheiridion, loosely translates to “handbook.” But Holiday and Hanselman, founders of the website the Daily Stoic, avoid a strict how-to approach, instead structuring the book as chronologically arranged pocket biographies of Stoic figures, from Zeno, a merchant who founded the school in Athens in the fourth century B.C.E., to Aurelius, who applied its tenets of calm resilience as Roman emperor in the second century C.E. The approach means there are many filler chapters on lesser-known thinkers like Panaetius, Porcia Cato (a rare woman Stoic), and Thrasea. (Some seem extraneous. The authors have little to say about Diotimus, who wrote some libelous letters. Bad form, but what of it?) The upside of their approach is that it thoughtfully complicates Stoicism. Rather than emphasizing Spock-like, unemotional rigor (as pop culture often does), the authors reveal how the philosophy often debated its identity and how many of the leaders fell short of its ideals. Cicero, for instance, gained fame as a statesman but ran aground thanks to his reputation for self-aggrandizement; Seneca’s seriousness gave him the thankless task of serving as counsel to Nero, who used him as cover for his own despicable actions as Roman emperor. Still, the authors see Stoicism as inherently inspirational, and there are plenty of examples, from corruption-fighters like Publius Rutilius Rufus to Epictetus, who rose from slavery to become a much-admired thinker. The finest Stoics, they write, were “able to focus in even the most distracting of situations, to be able to tune out anything and everything—even creeping death—so that we lock in on what matters.”
At a time when public nobility is hard to come by, this is a good reminder of the power of ethical leadership.Pub Date: Sept. 29, 2020
ISBN: 978-0-525-54187-5
Page Count: 352
Publisher: Portfolio
Review Posted Online: June 25, 2020
Kirkus Reviews Issue: July 15, 2020
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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