Close readers will undoubtedly learn to look carefully before leaping.
The bestselling science writer explores the elements of complex decision-making.
Whom should I marry? Should I move? Should the United States occupy Iraq? Making tough, long-term, deliberative choices, writes Johnson (Wonderland: How Play Made the Modern World, 2016, etc.), is not taught in school, but it should be. In this bright, nuanced, story-filled book, he draws on the work of behavioral psychologists and neuroscientists to explain how to decide about things that really matter. “We need time to deliberate, to weigh the options, to listen to different points of view before we render a judgment,” he writes. His recurrent, fascinating example is the nine months of “debate and deliberation” that led to the successful U.S. raid on Osama bin Laden’s hiding place in Pakistan in 2011. Was bin Laden really in the compound? How to get in? (They examined 37 possible ways.) Should we capture or kill? Other examples include urban planning decisions: New York City buried its polluted Collect Pond in 1812 (rather than turn it into a public park), and within 30 years, the area became the notorious Five Points slum. In the early 2000s, the same city decided to revitalize (rather than demolish) abandoned West Side rail tracks, creating High Line Park. Johnson examines factors that make farsighted thinking challenging. Unlike simpler, pro-versus-con choices, complex decisions resemble the sort of quandaries that require environmental impact studies: “They involve multiple interacting variables; they demand thinking that covers a full spectrum of different experiences and scales; they force us to predict the future with varying levels of certainty.” Often, they involve conflicting objectives or initially unclear options. The author details techniques for surmounting such obstacles—e.g., how to map variables, predict where potential paths may lead, and make a final decision. He stresses the importance of simulations and scenario-planning and makes an interesting if overlong case for how reading novels can improve decision-making.
Close readers will undoubtedly learn to look carefully before leaping.Pub Date: Sept. 4, 2018
ISBN: 978-1-59448-821-4
Page Count: 256
Publisher: Riverhead
Review Posted Online: June 17, 2018
Kirkus Reviews Issue: July 1, 2018
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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