Guaranteed to be of interest to anyone who appreciates bespoke and well-made goods, as well as artisan pride.
A New York Times fashion reporter digs into the economics of manufacturing clothing—and why so much of it is trash.
“Clothing is a basic human need,” writes Kurutz of the decline of American clothing manufacturing. “What did it mean for a nation to lose the ability to make it on any scale?” Textiles had long ago moved to the South from New England to chase cheap labor; now they travel across oceans. Kurutz, the author of Like a Rolling Stone, surveys that economic history before settling on a few people determined to restore the “Made in America” label, such as an Alabama woman working to remake her hometown as the sock capital of America, as it once was before George W. Bush signed a law allowing “socks made from U.S.-spun yarn [to] be sent to Honduras or another low-cost country to have the toes sewn shut, then shipped back to America duty-free.” The flannel maker of the title chased after a shirt of the quality he’d worn as a teenager, nursing “a desire for timeless quality in a disposable culture.” Talk about a white whale: That excellent shirt had been offshored, and what came back was guaranteed to fall apart after a few washings, whether it was a big-box house brand or a boutique name. The flannel fan pressed on, founding a product line limited to a few classic items: flannel shirts, sweatshirts, and T-shirts. Labor costs added to the price tag—but so, too, did recovering lost knowledge, and then there was the problem of right-wingers seizing the “Made in the U.S.A.” slogan as political currency. Kurutz’s well-crafted story is one of makers defying the odds, as well as lessons in the many harms of throwaway culture.
Guaranteed to be of interest to anyone who appreciates bespoke and well-made goods, as well as artisan pride.Pub Date: March 12, 2024
ISBN: 9780593329610
Page Count: 240
Publisher: Riverhead
Review Posted Online: Jan. 4, 2024
Kirkus Reviews Issue: Feb. 1, 2024
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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