A diverting, exceedingly provocative argument—sure to attract both skeptical and convinced attention.
Ghaemi (Psychology, Tufts Univ. Medical School; The Rise and Fall of the Biopsychosocial Model, 2009, etc.) insists that failed leaders are mentally healthy. The best crisis leaders, more or less, are crazy.
The author demonstrates his scary thesis by thumbnail psycho-biographies of successful troubled leaders and a few flops who were, apparently, quite normal. Ghaemi’s standard diagnostic indicators include symptoms, genetic history, course of illness and treatment. Available medical history and mostly secondary sources serve as validators of mental illnesses in varying severity. General Sherman and Ted Turner, he finds, were hyper-creators. Churchill and Lincoln were depressive realists. Depressed empathy characterized Mahatma Gandhi and Martin Luther King Jr. FDR and JFK, both chronically ill, were resiliently manic. In hard times, good politics are bipartisan and great politicians are bipolar. The depressed see life realistically, and the deranged are creative. Though readers may question whether the truly normal can achieve leadership, George W. Bush, for example, is a normal guy, writes the author in proof of his theory. Among the mentally healthy he places Richard Nixon, who failed in a crisis—one of his own making—because he saw the world clearly. For the most part, Ghaemi writes, Nazis, too, were normal folk. For his hypothesis to be taken seriously, the author was obliged to consider the quintessential psychopathic leader, Adolf Hitler, who was a charismatic leader who became crazy to excess. Ultimately, the author provides an unsatisfying diagnosis of the dictator, and he fails to examine, among others, Stalin, Hussein or bin Laden. A diseased mind, Ghaemi candidly admits, attracts stigma, but he insists that the essence of mental illness promotes crisis leadership.
A diverting, exceedingly provocative argument—sure to attract both skeptical and convinced attention.Pub Date: Aug. 8, 2011
ISBN: 978-1-59420-295-7
Page Count: 320
Publisher: Penguin Press
Review Posted Online: June 6, 2011
Kirkus Reviews Issue: June 15, 2011
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
© Copyright 2024 Kirkus Media LLC. All Rights Reserved.
Follow
Popular in this Genre
We can’t wait for you to join Kirkus!
It’s free and takes less than 10 seconds!
Already have an account? Log in.
OR
Sign in with GoogleTrouble signing in? Retrieve credentials.
Welcome Back!
OR
Sign in with GoogleTrouble signing in? Retrieve credentials.
