Most readers already realize that online personas are often different from those in real life, but Aboujaoude offers a...
A psychiatrist who specializes in obsessive-compulsive disorders argues persuasively that the Internet can be hazardous to our mental health.
Aboujaoude (Psychiatry and Behavioral Science/Stanford Univ.; Compulsive Acts: A Psychiatrist’s Tales of Ritual and Obsession, 2008, etc.) refers to scholarly studies, media reports and his patients’ case histories to give copious examples of people altering their moral behavior and personalities online, almost always for the worse. In the virtual world, responsible adults who would never go near so much as a slot machine start gambling away their families’ life savings in virtual casinos. Individuals with low self-esteem offline spend more of their days on virtual role-playing sites like Second Life, where they can mold themselves—and sometimes others—into their idea of perfection, leaving imperfect face-to-face relationships to deteriorate. Online, mild-mannered people lie, cheat, steal, scheme and bully. Aboujaoude argues that they degrade language and, thereby, thought, reducing social communications to crude tweets of 140 characters or fewer and letting emoticons stand for their feelings. Anyone who has any experience in online forums and enterprises will recognize the ills that the author enumerates, but is it something about the Internet that causes this bad behavior, or something in human nature? Psychiatrists are undecided about whether Internet addiction is a legitimate disorder, and Aboujaoude clearly leans toward giving it its own diagnostic status. If it is indeed a “real” disorder, psychiatry may lack the tools to treat people whose psyches are more present online than in person. The author acknowledges that the Internet has wrought plenty of good; it enabled him to research much of his book from his own computer, for example. Furthermore, it isn’t going away. But just as the Industrial Revolution forever changed the physical landscape often catastrophically, the virtual revolution seems to be altering our mental world in ways we have barely begun to understand.
Most readers already realize that online personas are often different from those in real life, but Aboujaoude offers a unique psychiatrist’s perspective and an urgent wake-up call for those still in the dark.Pub Date: Feb. 7, 2011
ISBN: 978-0-393-07064-4
Page Count: 352
Publisher: Norton
Review Posted Online: Dec. 29, 2010
Kirkus Reviews Issue: Jan. 1, 2011
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
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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