Sage, grandfatherly, often-amusing advice on watching one’s pennies.
Financial coach Petrick offers dozens of strategies to save money while maintaining a sense of humor.
This book is about making money on a very human scale–as such, readers can, and more than likely should, start following its commonsensical advice today. The author also wants readers to have fun in the process, so he keeps his tone light and mirthful and he provides ways to achieve the satisfaction of another dollar in the bank. Petrick’s advice is homespun: get AAA and rewards credit cards (and always pay off those credit cards); get free stuff by browsing the Internet; and pursue hobbies with minimal ongoing costs or, even better, those that may add a small second-income stream like fly-tying, pottery or photography. He recommends that readers drink a glass of wine at home before going to a restaurant, do their own laundry, clean their own houses and ditch labor-saving, and money-gobbling, items like juice boxes and electric shoe polishers. Into the mix he blends some more serious tidbits, recommending that readers never stop learning. Though he doesn’t tender specific investment tools, the author counsels readers to stay on top of these methods by devoting 15 minutes to them each day. Petrick’s primary objective is encouraging readers to live on 70 percent of their salaries and invest 10 percent in each of three areas: paying off debt, savings and charity. In the vein of power-of-positive-thinking titles, he writes, “Your personal financial life will improve in direct proportion to the amount of money you release toward improving our world.” The exact percentage of charity doesn’t matter, he writes, since it’s the attitude that counts. The author reiterates the old chestnuts–avoid debt, build an emergency fund, invest with your eyes open and learn from mistakes–but what powers the book is the doctrine of steady, disciplined accumulation. Petrick counsels that readers should make the savings game fun by treating it just so–as a game.
Sage, grandfatherly, often-amusing advice on watching one’s pennies.Pub Date: Sept. 15, 2008
ISBN: 978-0-595-71907-5
Page Count: -
Publisher: N/A
Review Posted Online: Jan. 4, 2011
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
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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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