An important and sober investigation of Silicon Valley’s boldest claims about the future.
A skeptical view of grand predictions.
Artificial general intelligence, colonizing Mars, living in a simulation, and immortality are rigorously investigated in this timely and thoughtful book. Becker, an astrophysicist and science journalist, takes a wild ride through speculative technologies and assesses their merit, using real science—testing claims mathematically, scientifically, and through interviews with experts. He concludes that many are neither feasible nor desirable, and some are downright bizarre. For example, he writes, “It’s effectively impossible to put a self-sustaining human civilization on Mars.…The radiation levels are too high, the gravity is too low, there’s no air, and the dirt is made of poison. There are many other problems with this idea, and it’s one of the simpler ones involved in these visions of the future.” What’s striking when reading Becker’s work is why there isn’t more skepticism. According to Becker, it’s because the tech industry is operating under a wave of groupthink, promoting ideas associated with transhumanism, effective altruism, long-termism, extropianism, rationalism, and the singularity. Together, they make up what Becker calls “the ideology of technological salvation,” a worldview “held by many venture capitalists, executives, and other ‘thought leaders’ within the tech industry” that emphasizes technological progress above all else. Becker traces the origins of this ideology to science fiction, including its early racist and authoritarian undertones, and exposes a lack of empathy and ability to deal with reality. He writes: “For a strong longtermist, investing in a Silicon Valley AI company is a more worthwhile humanitarian endeavor than saving lives in the tropics.” The book looks at many of the think tanks, nonprofits, and other institutions promoting these ideas as inevitable. Yet, Becker writes, “this future (or set of futures) doesn’t work.”
An important and sober investigation of Silicon Valley’s boldest claims about the future.Pub Date: April 22, 2025
ISBN: 9781541619593
Page Count: 384
Publisher: Basic Books
Review Posted Online: Jan. 31, 2025
Kirkus Reviews Issue: March 1, 2025
BOOK REVIEW
PERSPECTIVES
PERSPECTIVES
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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