Some points are more provocative than convincing, but the authors put a lively spin on an age-old argument.
A counterintuitive analysis suggesting that consumers instinctively know more about the value of the signals they are sending than their critics do.
Most books that cover this territory suggest that consumers are mere sheep, blindly led by the insidious forces of capitalism. That assumption, write Quartz (Philosophy and Cognitive Science/Caltech; co-author: Liars, Lovers, and Heroes: What the New Brain Science Reveals About How We Become Who We Are, 2002) and political scientist and communications professional Asp, is wrong. The authors’ credentials provide an indication of how much ground they cover, from a variety of perspectives that transcend conventional categorization. Perhaps the key concept concerns self-image as reflected through the perception of others: “The fact that our self-concept draws on how we think others think about us presents a tremendously intriguing possibility,” write the authors. Consumers proceed with an eye toward “how others might think of them with that product: that is, how the product might enhance their social image.” Where the measuring sticks for social image might once have been wealth and conspicuous consumption, the evolution of “cool”—from anti-materialist rejection of the bourgeoisie to dot.com mainstreaming and from bebop to beatnik to rebel to hippie to ironic hipster—has changed the signals and codes that consumers send. It shows how Harley-Davidson has gone from annual sales of around 70,000 in the early 1990s to more than 325,000 in 2005 by seeing its “consumer culture evolve from a hierarchical to a pluralistic one, a ‘mosaic of microcultures,’ ” while sales of minivans plummeted over the same period in favor of SUVs targeting the same market with a different coded message. Quartz and Asp are particularly incisive on the evolution from rebel cool to “Dotcool,” encompassing the embrace of nerdiness and hipster irony as “today’s knowledge worker is valued for his unconventionality, because originality drives innovation,” thus transcending the rebel-cool disdain for “selling out.”
Some points are more provocative than convincing, but the authors put a lively spin on an age-old argument.Pub Date: April 14, 2015
ISBN: 978-0-374-12918-7
Page Count: 304
Publisher: Farrar, Straus and Giroux
Review Posted Online: Jan. 13, 2015
Kirkus Reviews Issue: Feb. 1, 2015
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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