Malcolm Gladwell’s Outliers (2008) and Nassim Nicholas Taleb’s The Black Swan (2007) fascinated readers with evidence that...
An ingenious guide to outsmarting others by predicting their choices when they are trying to be unpredictable.
Being predictable is difficult, writes business and science writer Poundstone (Are You Smart Enough to Work at Google?, 2012, etc.). When taking tests in which they are asked to write a series of random numbers, almost everyone avoids repeats such as 4444, but true randomness requires them. The authors of these tests fall into this trap, so if a correct answer in a true-false test is true, the following is more likely to be false and vice versa. If doubt remains, guess true, since 56 percent of true-false answers are true. Test authors must invent many wrong answers for every right one, and it’s tempting to use shortcuts. The easiest is to insert “never,” “always,” “all” or “none,” into a reasonable statement. Never choose these. On the other hand, if one answer is “all of the above” or “none of the above,” the test author must carefully write the other answers around them, so why waste all that work? These are correct an astonishing 52 percent of the time. Many genuine insights on gambling, betting pools and the stock market have limited appeal, but the string of surprises continues. Thus, hot streaks (consecutive wins in any sport and other examples) occur as often as they do in roulette. In other words, they’re purely random. “All of this book’s applications are founded on one simple idea,” writes the author. “When people make arbitrary, random, or strategic choices, they fall into unconscious patterns that you can predict.”
Malcolm Gladwell’s Outliers (2008) and Nassim Nicholas Taleb’s The Black Swan (2007) fascinated readers with evidence that reality regularly contradicts common sense. Poundstone delivers modestly useful advice for taking advantage of this, but mostly his book is another delightful addition to the everything-you-thought-you-knew-is-wrong genre.Pub Date: June 3, 2014
ISBN: 978-0-316-22806-0
Page Count: 320
Publisher: Little, Brown
Review Posted Online: March 15, 2014
Kirkus Reviews Issue: April 1, 2014
BOOK REVIEW
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
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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