A potent hybrid of medical history/journal and memoir.
A patient-focused perspective on two highly complex and stigmatized brain diseases.
In this effective demystification of dementia and Alzheimer’s disease, physician and bioethicist Powell (Psychiatry and Bioethics/Albert Einstein Coll. of Medicine) reframes two debilitating cognitive disorders. She recounts her medical school years studying brain pathology, a field that has been drastically revised and improved over the decades, though definitive disease cures remain elusive. Her illuminating history of Alzheimer’s disease and its legacy of treatments and policies features the German psychiatrist who identified the malady and Solomon Fuller, a black pathologist who contributed groundbreaking brain-mapping dementia studies in the early 20th century. Deinstitutionalization and assisted living facility costs refocused government attention back onto mental illness and the elderly, rebranding it as a priority just as Ronald Reagan was diagnosed with Alzheimer’s in 1994. Powell smoothly moves through the advent of palliative drugs and the much-argued hypotheses of amyloid plaque accumulation as well as the debate over preventative PET scans. There is progress being made, she observes, and optimistic statistics show the numbers of older people with dementia decreasing, yet the stakes and costs remain high to find a cure. Powell profiles a geriatrician who discusses the ethical, emotional, and financial dilemmas facing loved ones of dementia patients, and she looks at the caregiving decisions that plague families. As someone who regularly participates in research studies, the author holds a great personal (and congenital) stake in her subject matter. Her “medical training,” she writes, “never prepared me to address the challenges of dementia that I faced as a daughter and granddaughter,” and her warm advice to readers on effective dementia care is useful and proactively delivered. In a touching conclusion, Powell discusses her imagined requests at the final stages of her life when feeding tubes and emergency room visits are forbidden in favor of daily pain management. Throughout this insightful book, the author addresses the issues facing dementia victims and their caregivers with the kind of compassion and dignity everyone deserves at the end of life.
A potent hybrid of medical history/journal and memoir.Pub Date: April 2, 2019
ISBN: 978-0-7352-1090-5
Page Count: 320
Publisher: Avery
Review Posted Online: Feb. 2, 2019
Kirkus Reviews Issue: Feb. 15, 2019
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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