A fascinating perspective on what it means to be human, told with a clear voice and an expansive canvas.
Why the ability to imagine the future is a cornerstone of human survival and development.
How do we think ahead? How do we incorporate new information into our plans? Is our foresight trustworthy? Australian academics Suddendorf, Redshaw, and Bulley pull together a wide range of scientific disciplines to explain the nature of foresight, beginning with humanity’s prehistoric past. They examine how the capacity of early humans to look ahead—from knowing when food would become available to carrying a bag of stones to ward off predators—allowed the species to thrive. As civilization developed, foresight became even more important; it was critical to forecast tides, seasonal changes, and planting and harvesting times. As the authors show, complex foresight is a uniquely human quality. A few animals, such as dolphins and apes, have some capacity to look ahead, but it is limited, and their ability to communicate with others does not match that of humans. “To live in the present, our brain must continually forecast what’s coming next….Prediction is not only involved in perception and motor coordination but also manifests in our capacity to run simulations of tomorrow and beyond,” write the authors. Research suggests that most people develop reliable foresight at around the age of 4, but our emotions often interfere with our rationality. One reason is “optimism bias,” which causes us to overestimate the chances of good outcomes. In fact, our foresight is often wrong, and the authors entertainingly recount predictions that went hilariously awry. Foresight is largely a matter of extrapolation, and despite challenges, we can take precautions, such as insuring our house, putting aside money for an unexpected crisis or, on a larger scale, building things like the Global Seed Vault. Sprinkled throughout the book are well-placed moments of deadpan humor to leaven the authoritative research.
A fascinating perspective on what it means to be human, told with a clear voice and an expansive canvas.Pub Date: Sept. 20, 2022
ISBN: 9781541675728
Page Count: 304
Publisher: N/A
Review Posted Online: May 17, 2022
Kirkus Reviews Issue: June 15, 2022
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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