A further examination of the impact of the influential concept Gardner introduced in Multiple Intelligences (1993), and an introduction to three new (non-IQ) intelligences. Harvard University educator, psychologist, and MacArthur fellow Gardner reinforces his theory that we learn and perform through a number of intelligences. The standard, narrow definition, he avers, confuses the notion of intelligence with a specific type of measurable scholastic performance. Optimistic that the 21st century will continue to usher in inventive ways of measuring a fuller sense of the mind’s potential, Gardner reviews and refines his original definition of intelligence as “a biopsychological potential to process information that can be activated in a cultural setting to solve problems or create products that are of value in a culture.” Since each of us has a unique blend of skills and aptitudes, we all have the potential to change our culture. And it is the role of education to tap intelligences not measured in the S.A.T. Schools must take the different human skills into account, and education must provide “for an enhanced understanding of our several worlds—the physical world, the biological world, the world of human beings, the world of human artifacts, and the world of the self.” Because Gardner believes teachers must learn about each student’s background, strengths, anxieties, and goals, they should remain with the same students for several years. No educational decisions, he suggests, can be made without an up-to-date profile of each individual student. Learning should involve tasks that call on a range of abilities. The results of the 41 US schools that have been applying MI theory for at least three years bolster Gardner’s thesis, with 78% of the schools reporting standardized test improvements. Enlarging his original eight intelligences, Gardner here proposes the idea of three new intelligences: naturalist, spiritual, and existential. A significant broadening of our understanding of intelligence and pedagogy that may expose self-professed intellectuals as merely geeks.
Pub Date: Nov. 1, 1999
ISBN: 0-465-02610-9
Page Count: 288
Publisher: Basic Books
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: Oct. 15, 1999
BOOK REVIEW
BOOK REVIEW
BOOK REVIEW
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
If the authors are serious, this is a silly, distasteful book. If they are not, it’s a brilliant satire.
The authors have created a sort of anti-Book of Virtues in this encyclopedic compendium of the ways and means of power.
Everyone wants power and everyone is in a constant duplicitous game to gain more power at the expense of others, according to Greene, a screenwriter and former editor at Esquire (Elffers, a book packager, designed the volume, with its attractive marginalia). We live today as courtiers once did in royal courts: we must appear civil while attempting to crush all those around us. This power game can be played well or poorly, and in these 48 laws culled from the history and wisdom of the world’s greatest power players are the rules that must be followed to win. These laws boil down to being as ruthless, selfish, manipulative, and deceitful as possible. Each law, however, gets its own chapter: “Conceal Your Intentions,” “Always Say Less Than Necessary,” “Pose as a Friend, Work as a Spy,” and so on. Each chapter is conveniently broken down into sections on what happened to those who transgressed or observed the particular law, the key elements in this law, and ways to defensively reverse this law when it’s used against you. Quotations in the margins amplify the lesson being taught. While compelling in the way an auto accident might be, the book is simply nonsense. Rules often contradict each other. We are told, for instance, to “be conspicuous at all cost,” then told to “behave like others.” More seriously, Greene never really defines “power,” and he merely asserts, rather than offers evidence for, the Hobbesian world of all against all in which he insists we live. The world may be like this at times, but often it isn’t. To ask why this is so would be a far more useful project.
If the authors are serious, this is a silly, distasteful book. If they are not, it’s a brilliant satire.Pub Date: Sept. 1, 1998
ISBN: 0-670-88146-5
Page Count: 430
Publisher: Viking
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: July 15, 1998
BOOK REVIEW
BOOK REVIEW
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