A book rich in speculation about how collective thinking might solve big problems such as climate change; of interests to...
Forget artificial intelligence. Instead, think collective intelligence, putting “AI in combination with humans who provide whatever skills and general intelligence the machines don’t yet have themselves.”
It’s not so much that the machines are going to supplant us, writes Malone (Management/MIT; The Future of Work, 2004), the director of the MIT Center for Collective Intelligence. It’s that machines aren’t quite capable—yet—of thinking in ways that humans do, just as machines can perform calculations that it would take generations of human thinkers to complete. Add IT to human brainpower, and you’ve got a supermind—with the operative notion being that the machines are aids to a collective of human thinkers who illustrate, in case after case, that “almost all of our important problems are solved by groups of people, rather than by individuals alone.” While individual intelligence is important—and, writes Malone, intelligence tests are the best predictors of success in a broad range of human endeavors—it’s the pulling together that’s significant. Moreover, while smart people are certainly a desideratum, what counts more in powerful collective intelligence is “social perceptiveness,” a matter in which women typically score higher than men. The author enumerates the cognitive processes that go into an intelligent system, including, importantly, the ability to learn from experience, which is perhaps not as widespread a talent as we might wish. That learning, in turn, may inspire platform revolutions. After all, Malone suggests, now that we’re used to the ease of buying books and toothpaste online, why shouldn’t we be able to shop for spinal surgery in the same way, so that “if consumers don’t get what they want from their current doctors’ offices, they’re likely to go to other superminds in the market for medical services.” The possibilities are endless.
A book rich in speculation about how collective thinking might solve big problems such as climate change; of interests to fans of Daniel Dennett, Steven Pinker, and other big-picture thinkers.Pub Date: May 15, 2018
ISBN: 978-0-316-34913-0
Page Count: 384
Publisher: Little, Brown
Review Posted Online: March 4, 2018
Kirkus Reviews Issue: March 15, 2018
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
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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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