No one will deny that self-control would make for a better planet, and this cogent guide suggests paths that may lead us to...
Mischel (Psychology/Columbia Univ.) argues that our ability to voluntarily exercise self-restraint in pursuit of that just-got-to-have-it desire provides children with a powerful tool that can help them succeed later in life.
Numerous research studies have suggested that those who practice self-control do better on their SATs, have great reserves of self-worth, less stress, and have less incidence of obesity and addiction. These are preliminary findings, notes the author, who developed the classic “marshmallow experiment,” which illustrates ideas of self-control and delayed gratification. The preponderance of evidence has not yet come down on one side or the other, and he acknowledges the powerful drive for instant gratification—he, too, wants it now, whatever it is, not at some nebulous time in the future. Mischel also notes that people with emotional grounding, advanced social skills and off-the-charts intellectual abilities can still be crippled by self-control issues. The exact source of self-control remains a mystery: Is it a product of nature, of nurture or an acquired cognitive skill of some kind? Researchers have been able to identity two types: “Hot” self-control is “emotional, reflexive unconscious”; the “cool” variety is “cognitive, reflective, slower and effortful.” Undoubtedly, there will be nuances down the road, further complicating the picture, but for now, Mischel gets to the heart of the matter. “The emotional brain’s predisposition to overvalue immediate rewards and to greatly discount the value of delayed rewards,” writes the author, “points to what we need to do if we want to take control: we have to reverse the process by cooling the present and heating the future….push the temptation in front of you far away in space and time, and bring the distant consequences closer in your mind.”
No one will deny that self-control would make for a better planet, and this cogent guide suggests paths that may lead us to more conscious control of this desirable quality.Pub Date: Sept. 23, 2014
ISBN: 978-0-316-23087-2
Page Count: 304
Publisher: Little, Brown
Review Posted Online: July 22, 2014
Kirkus Reviews Issue: July 15, 2014
PROFILES
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.
bookshelf