Even science-savvy readers will find surprises in this insightful exploration of how two humans learned a new sense.
Through stories of two amazing individuals, a neurobiologist explains how we see and hear.
That newborns must learn to talk is old news, but Barry, professor emeritus of biology and neuroscience at Mount Holyoke College, points out that newborns come into an incomprehensible world. Their eyes detect shapes and colors, and their ears hear sounds, but nothing makes sense. Over their first few years, babies literally discover how to see and hear, after which their ability to do so plummets. Doctors have long known that children who have sight restored after being blind throughout childhood never regain full sight. The same is true for hearing in congenitally deaf children. Until recently, writes the author, “few attempts were made to restore vision or hearing in congenitally blind or deaf people older than eight years. By age eight, the brain, it was thought, was no longer plastic enough to allow for the development of a new sense.” Yet exceptions exist, and Barry delivers gripping accounts of two. The first, Liam McCoy, lived in a “cocoon of visual blur.” At age 15, surgeons inserted a second lens into his eye (keeping the original), which vastly improved his vision. The result was not a familiar scene but rather a “tangled, fragmented world” of colors, lines, and edges. Barry devotes the first half of the book to the five years during which Liam gradually made sense of his new world. The second, Zohra Damji, was profoundly deaf. She was fortunate in that the condition was diagnosed very early and that her extended family provided intense support and the large sum of money required for the cochlear implant she received at age 12. Her first experience with sound was “loud, scary, and uncomfortable” as well as incomprehensible, but she ultimately sailed through graduate school. Both stories are inspiring and well rendered by the author.
Even science-savvy readers will find surprises in this insightful exploration of how two humans learned a new sense.Pub Date: June 8, 2021
ISBN: 978-1-5416-7515-5
Page Count: 272
Publisher: Basic Books
Review Posted Online: April 9, 2021
Kirkus Reviews Issue: May 1, 2021
Alternately admiring and critical, unvarnished, and a closely detailed account of a troubled innovator.
A warts-and-all portrait of the famed techno-entrepreneur—and the warts are nearly beyond counting.
To call Elon Musk (b. 1971) “mercurial” is to undervalue the term; to call him a genius is incorrect. Instead, Musk has a gift for leveraging the genius of others in order to make things work. When they don’t, writes eminent biographer Isaacson, it’s because the notoriously headstrong Musk is so sure of himself that he charges ahead against the advice of others: “He does not like to share power.” In this sharp-edged biography, the author likens Musk to an earlier biographical subject, Steve Jobs. Given Musk’s recent political turn, born of the me-first libertarianism of the very rich, however, Henry Ford also comes to mind. What emerges clearly is that Musk, who may or may not have Asperger’s syndrome (“Empathy did not come naturally”), has nurtured several obsessions for years, apart from a passion for the letter X as both a brand and personal name. He firmly believes that “all requirements should be treated as recommendations”; that it is his destiny to make humankind a multi-planetary civilization through innovations in space travel; that government is generally an impediment and that “the thought police are gaining power”; and that “a maniacal sense of urgency” should guide his businesses. That need for speed has led to undeniable successes in beating schedules and competitors, but it has also wrought disaster: One of the most telling anecdotes in the book concerns Musk’s “demon mode” order to relocate thousands of Twitter servers from Sacramento to Portland at breakneck speed, which trashed big parts of the system for months. To judge by Isaacson’s account, that may have been by design, for Musk’s idea of creative destruction seems to mean mostly chaos.
Alternately admiring and critical, unvarnished, and a closely detailed account of a troubled innovator.Pub Date: Sept. 12, 2023
ISBN: 9781982181284
Page Count: 688
Publisher: Simon & Schuster
Review Posted Online: Sept. 12, 2023
Kirkus Reviews Issue: Oct. 15, 2023
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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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