A compelling case for reforms that support family values in the continuing “march toward true equality.”
Facebook COO Sandberg (ranked fifth in Forbes’ 2011 list of the most powerful women in the world) reveals how gender discrimination still operates against her and other less-fortunate women.
When she learned about the list, she reports, “I felt embarrassed and exposed.” Even in her position, she still felt the pressure of social conditioning, the expectation that women should subordinate themselves to men. Taking examples from her own experience, Sandberg shows how expected gender roles work against women seeking top jobs, even though they now earn “63 percent of the master’s degrees in the United States.” Not only are women forced to juxtapose family and job responsibilities, but they face more subtle pressures. From early childhood, females are discouraged from being assertive. “Aggressive and hard-charging women violate unwritten rules about acceptable social conduct,” writes the author. While it is assumed that men who are committed to their families can have successful careers, for women, the choices are more difficult due to the fact that they will usually be the primary caregivers. The failure of social provisions—extended family leave, flexible working hours, etc., which are the norm in many European countries—make life especially difficult for middle-income families (and single parents) due to the high cost of good child care. Women internalize this, frequently making career decisions to accommodate their expectation of the demands that will be imposed by having a family in the future. In Sandberg’s case, this involved rejecting a desirable international fellowship. She argues the need for a redefinition of gender roles so that men expect to share primary responsibility for child care, parents receive social support to accommodate work and family responsibilities, and stereotyping of male and female behavior is recognized as pernicious.
A compelling case for reforms that support family values in the continuing “march toward true equality.”Pub Date: March 12, 2013
ISBN: 978-0-385-34994-9
Page Count: 240
Publisher: Knopf
Review Posted Online: Jan. 13, 2013
Kirkus Reviews Issue: Feb. 1, 2013
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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