Readers may profitably take a meeting.
Colorful, funny tale of the rise and fall of an interactive sing-along Internet site, related with considerable insight and wit by journalist Fishman.
One fine day our hero had an epiphany: he would make a million dollars. Why not? Others seemed to be doing it with ease via online enterprises. It was in a time not so long ago, when entry-level entrepreneurs were besotted with everything Internet, our not-so-young hero went out into the dot-com world to seek his fortune. He would launch his very own Web site. Hip-hop karaoke would be the totally cool killer app. Naïve as Candide, Fishman had never seen a spreadsheet. Nonetheless, he formed Team Karaoke with a staunch consigliere, a hip promoter, a slick lawyer, and a board of advisors. Armed with a laptop, some CEO candidates, and a business plan to monetize eyeballs with a stick application (he got the jargon quickly), he would seek leverage from the VCs (venture capitalists). Key VC players, as well as dot-com legends, rap stars, and wacko promoters all got treated to Fishman’s vision, but it didn’t quite come together before the acolyte businessman extricated himself from the baleful influence of modern commerce. His story, an answer to the memoirs offered by the likes of Messrs. Welch and Iacocca, reveals why he still waits for the pot of gold at the end of the online rainbow. Management gurus, Tom Peters in particular, are dissed nicely. Fishman may not have decided on what he wants to be when he grows up, but this anti-self-helper has some cogent thoughts about work now versus work in the days when the Organization Man commuted to the job. Maslow’s hierarchy of needs has given way to an edgy cult of individuality, it appears, and now style rather than results (or even veracity) maketh the entrepreneur. Clearly, it's not his father's business world.
Readers may profitably take a meeting.Pub Date: May 13, 2003
ISBN: 0-7432-2902-9
Page Count: 304
Publisher: Free Press
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: April 1, 2003
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
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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