A provocative reconsideration of the power of positive thinking.
Rosenzweig (IMD Business School, Switzerland; The Halo Effect: And the Eight Other Business Delusions that Deceive Managers, 2007) offers a different slant on how successful businessmen and other leaders assess risk.
Cognitive psychologists have accumulated convincing evidence about how many of our decisions depend on intuitive thinking, a right-brain function, rather than left-brain, rational judgment. Numerous experiments have demonstrated how a positive mindset and reliance on intuition can play an important role in success in sports, but our right-brain rapid-response system may also lead us to overoptimism and biases that cloud judgment in other situations. The author concurs with Nobel Prize winner Daniel Kahneman that it is necessary to be wary of gut reactions when we are faced with making decisions as investors or consumers, especially in situations that leave us open to manipulation. “That makes good sense when we're asked to make a judgment about something we cannot influence,” writes Rosenzweig, but the story changes when it is up to us to make things happen. In a high-stakes, win-or-lose competitive situation, effective leaders need to evaluate intangibles. “When we can influence outcomes, positive thinking—even holding [overoptimistic] views that are somewhat exaggerated—can be beneficial,” he writes. The author provides examples taken from real-life situations involving major corporate leaders—e.g., competitive bidding for government contracts or mergers and acquisitions—in which undue caution can be more dangerous than overoptimism. Rosenzweig's title deliberately recalls the phrase coined by novelist Tom Wolfe to describe an experienced fighter pilot's willingness to take calculated risks. Overoptimistically underbidding may mean taking a loss rather than making a profit, but it can also be a spur to creative solutions that cut costs. “Strategic decisions are not made by individuals acting alone,” writes the author, “but are taken by executives acting within an organizational setting, who must mobilize others to achieve goals.”
A provocative reconsideration of the power of positive thinking.Pub Date: Jan. 7, 2014
ISBN: 978-1-61039-307-2
Page Count: 336
Publisher: PublicAffairs
Review Posted Online: Oct. 4, 2013
Kirkus Reviews Issue: Oct. 15, 2013
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
BOOK TO SCREEN
© 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.
bookshelf