An impressive foray into the inner workings of modern civilization—and how it might yet be saved from itself.
An awkward, somewhat New Age-y title doesn’t begin to adequately serve this thorough analysis of human civilization and its primordial flaws.
Blame it on that pesky old reptilian brain and the ensuing hierarchies hatched in its wake. Be they familial, societal, governmental, religious or whatever else, Deehan convincingly traces the root of all evil to the myriad of stratified, top-down, command-and-control hierarchies that stubbornly persist to this day. The problem, according to the author, is that these manmade systems—so pervasive in our everyday lives—actually run counter to the intrinsic human need and desire for relationships rooted in freedom and equality. He calls this natural compulsion “love.” Simply put, “love” works, inequity doesn’t. As evidence, Deehan, a former hospital administrator and Navy fighter pilot, reaches all the way back to the very beginning and the Big Bang, where he finds proof of the inherent righteousness of collaboration in a rapidly cooling bowl of intergalactic “quark soup.” After all, it was here that equal elemental particles were free to join up with whichever other particles they chose to in an unfathomable quest to create something greater than themselves. Concurring thoughts from pioneering thinkers such as Jared Diamond, Carl Sagan and others further underscore the thesis. Alas, the road mankind (under the undue influence of the self-serving brain) ultimately took was starkly different and probably had its roots in ancient Akkad, where readers are introduced to old king Sargon and his bloody, but ultimately fruitless, 150-year dynasty. The economy and ease in which the author is able to relate such scientific and historical data is commendable. The writing is clear and focused throughout. In this short yet profound work, hierarchy is the disease, and “love”—in the form of freedom and equality—is the cure. Sadly, one need only look at the profound challenges facing today’s ego-driven, self-interested world to realize that.
An impressive foray into the inner workings of modern civilization—and how it might yet be saved from itself.Pub Date: July 26, 2011
ISBN: 978-1425998516
Page Count: 206
Publisher: AuthorHouse
Review Posted Online: Dec. 11, 2012
Review Program: Kirkus Indie
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
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