Abundant food for thought for professionals of all types as well as students of decision science and behavioral economics.
A sprawling study of errors in decision-making, some literal matters of life and death.
You go to a doctor complaining of chest pains. The doctor orders an angiogram. The hospital requires a second opinion before authorizing surgery, and the second doctor disagrees on the extent to which a specific blood vessel is blocked. These unpredictable disagreements over the same data are what Kahneman, Sibony, and Sunstein call “noise,” a species of human error that happens whenever such higher-order judgments are involved. Noise, they write, is rampant in medicine, where “different doctors make different judgments about whether patients have skin cancer, breast cancer, tuberculosis, pneumonia, depression, and a host of other conditions.” Noise is especially prevalent in psychiatry, they add, where subjective opinion is more pronounced than in other disciplines. A cousin of bias, noise is difficult to isolate and correct. In forensic science, the authors write, noise is implicated in nearly half of all misidentifications of perpetrators and wrongful imprisonments. Unlike some categories of error, noise is often not helped by the introduction of more information. Writing in often dense but generally nontechnical prose, the authors offer strategies for reducing noise. One is to average out predictions in, say, stock market performance, since “noise is inherently statistical.” Another is to consult the smartest people you can find; while they may not be flawless, “picking those with highest mental ability makes a lot of sense.” Since error combines with snap decisions, the authors endorse rigorous review and other strategies for noise reduction and “decision hygiene” as well as developing habits of mind that acknowledge both bias and error and favor examining the opinions of those with whom one disagrees as dispassionately and fairly as possible. “To improve the quality of our judgments,” they urge, “we need to overcome noise as well as bias.”
Abundant food for thought for professionals of all types as well as students of decision science and behavioral economics.Pub Date: May 18, 2021
ISBN: 978-0-316-45140-6
Page Count: 464
Publisher: Little, Brown Spark
Review Posted Online: March 16, 2021
Kirkus Reviews Issue: April 1, 2021
BOOK REVIEW
IN THE NEWS
This a book of earlier, philosophical essays concerned with the essential "absurdity" of life and the concept that- to overcome the strong tendency to suicide in every thoughtful man-one must accept life on its own terms with its values of revolt, liberty and passion. A dreary thesis- derived from and distorting the beliefs of the founders of existentialism, Jaspers, Heldegger and Kierkegaard, etc., the point of view seems peculiarly outmoded. It is based on the experience of war and the resistance, liberally laced with Andre Gide's excessive intellectualism. The younger existentialists such as Sartre and Camus, with their gift for the terse novel or intense drama, seem to have omitted from their philosophy all the deep religiosity which permeates the work of the great existentialist thinkers. This contributes to a basic lack of vitality in themselves, in these essays, and ten years after the war Camus seems unaware that the life force has healed old wounds... Largely for avant garde aesthetes and his special coterie.
Pub Date: Sept. 26, 1955
ISBN: 0679733736
Page Count: 228
Publisher: Knopf
Review Posted Online: Sept. 19, 2011
Kirkus Reviews Issue: Sept. 1, 1955
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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