A beautifully written tribute to underappreciated emotions.
The author of Quiet turns her attention to sorrow and longing and how these emotions can be transformed into creativity and love.
Cain uses the term bittersweet to refer to a state of melancholy and specifically addresses individuals who have “a tendency to states of longing, poignancy, and sorrow; an acute awareness of passing time; and a curiously piercing joy at the beauty of the world.” With great compassion, she explores causes for these emotions by candidly chronicling her personal experiences and those of others throughout history who have suffered loss, including Plato, Charles Darwin, C.S. Lewis, Leonard Cohen, and Maya Angelou. “As Angelou’s story suggests,” she writes, “many people respond to loss by healing in others the wounds that they themselves have suffered.” Cain argues persuasively that these emotions can be channeled into artistic pursuits such as music, writing, dancing, or cooking, and by tapping into them, we can transform “the way we parent, the way we lead, the way we love, and the way we die.” If we don’t transform our sorrows and longings of the past, she writes, we may inflict them on present relationships through abuse, domination, or neglect. Throughout, the author examines the concept of loss from various religious viewpoints, and she looks at the ways loss can affect individuals and how we can integrate it into our lives to our benefit. Cain contends that the romantic view of melancholy has “waxed and waned” over the years. Currently, a “tyranny of positivity” can often be found in the workplace, and the “social code” of keeping negative feelings hidden abounds. However, she points out the benefits that can come from opening up versus keeping everything inside. As a first step, she encourages us to examine our lives and ask ourselves what we are longing for, in a deep and meaningful way, and if we can turn that ache into a creative offering.
A beautifully written tribute to underappreciated emotions.Pub Date: April 5, 2022
ISBN: 978-0-451-49978-3
Page Count: 352
Publisher: Crown
Review Posted Online: March 1, 2022
Kirkus Reviews Issue: March 15, 2022
BOOK REVIEW
BOOK REVIEW
SEEN & HEARD
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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