A fascinating view of mind that mingles culture with biology, creating a richly embroidered, albeit difficult, world.
A neurologist investigates psychogenic disorders, characterized by complex, holistic sets of symptoms that take root in a particular culture and time.
Psychosomatic suffering—“real physical symptoms that are disabling, but which are not due to disease and are understood to have a psychological or behavioural cause”—is no longer considered purely hysterical, framed in Freudian interpretation, or dismissed as simply mysterious. O’Sullivan, a London-based Irish neurologist, marches straight into this deep, strange pocket of experience. A pleasing storyteller, she puts to good use her neurological background while melding it with a closely observed appreciation of environmental, social, and cultural elements in the dissociative process. She introduces a variety of psychosomatic disturbances, beginning with resignation syndrome in Sweden, “a disorder that exclusively affects children of asylum-seeking families,” rendering them in a sleeplike state that is indecipherable with today’s instrumentation. Sadly, explanations “come with the inevitable need to apportion blame, passing judgement on the child and…family.” The author also investigates the aggressive hallucinations experienced by members of the Miskitos peoples of Nicaragua, a foreboding sleeping sickness in Kazakhstan, and many more. All lead the author to the idea of “a cultural concept of distress,” with the body intimately involved in cognition, responding to the environment, the specific circumstances of the moment “and the socially constructed ways of responding to illness.” O’Sullivan keenly explains illness templates that are coded in our brains by our sociocultural environment, so that “when you look for symptoms, you find them.” As the author connects dot after dot, she discusses the role of induced illnesses as a language of distress, in which the members of a specific community understand symptoms as metaphors of personal suffering or a way of exteriorizing a conflict. Doctors, she writes, “still struggle to appreciate the magnitude and reality of the interaction between mind, body, and the environment.”
A fascinating view of mind that mingles culture with biology, creating a richly embroidered, albeit difficult, world.Pub Date: Sept. 21, 2021
ISBN: 978-1-5247-4837-1
Page Count: 336
Publisher: Pantheon
Review Posted Online: June 24, 2021
Kirkus Reviews Issue: July 15, 2021
BOOK REVIEW
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
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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