An agreeably upbeat and anecdotal memoir from the corporate executive who kept American Airlines flying during a period of notable turbulence. A Boston Irishman and proud of it, Casey (who turns 77 this year) worked his way through Harvard, returning after WW II service as a US Army officer to earn an MBA. Beginning his apprenticeship in Southern Pacific's Wall Street office, the author eventually moved on to what was then the Railway Express Agency; in the demanding post of chief financial officer, Casey gained first-hand knowledge of crisis management as the cash-strapped freight forwarder struggled to survive. Resigning over a matter of moral principle, the author joined Los Angelesbased Times-Mirror, the Chandler family publishing firm he helped make a multinational media colossus. Blocked from the top job (for lack of blood ties to the Chandler clan), the competitive Casey accepted an offer to become CEO of troubled American Airlines in 1974. Piloting the global carrier through an eventful era marked by deregulation, an oil embargo, and allied challenges (including the controversial move of corporate headquarters from New York City to Dallas/Ft. Worth), he bequeathed a prospering enterprise to an impressive successor (Robert Crandall). If anything, the author's retirement has been more active than his business career. Following a stint as postmaster general during the Reagan administration, he was recruited to head the Resolution Trust Corp. (the federal agency that liquidated busted thrift institutions). While not one to advance himself as a role model for aspiring captains of industry, Casey offers a wealth of low-key guidance on tricks of the managerial trade. As a recurrent theme, moreover, he details how, in both the private and public sectors, he has made it a point of honor to reverse the thrust of Murphy's Law. A good-humored account of an uncommonly productive life, which belies the notion that nice guys finish last. (16 pages photos, not seen) (First printing of 75,000; $50,000 ad/promo; author tour)
Pub Date: April 1, 1997
ISBN: 1-55970-307-5
Page Count: 336
Publisher: Arcade
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: Feb. 1, 1997
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
A readable, persuasive argument that our ways of doing business will have to change if we are to prosper—or even survive.
A well-constructed critique of an economic system that, by the author’s account, is a driver of the world’s destruction.
Harvard Business School professor Henderson vigorously questions the bromide that “management’s only duty is to maximize shareholder value,” a notion advanced by Milton Friedman and accepted uncritically in business schools ever since. By that logic, writes the author, there is no reason why corporations should not fish out the oceans, raise drug prices, militate against public education (since it costs tax money), and otherwise behave ruinously and anti-socially. Many do, even though an alternative theory of business organization argues that corporations and society should enjoy a symbiotic relationship of mutual benefit, which includes corporate investment in what economists call public goods. Given that the history of humankind is “the story of our increasing ability to cooperate at larger and larger scales,” one would hope that in the face of environmental degradation and other threats, we might adopt the symbiotic model rather than the winner-take-all one. Problems abound, of course, including that of the “free rider,” the corporation that takes the benefits from collaborative agreements but does none of the work. Henderson examines case studies such as a large food company that emphasized environmentally responsible production and in turn built “purpose-led, sustainable living brands” and otherwise led the way in increasing shareholder value by reducing risk while building demand. The author argues that the “short-termism” that dominates corporate thinking needs to be adjusted to a longer view even though the larger problem might be better characterized as “failure of information.” Henderson closes with a set of prescriptions for bringing a more equitable economics to the personal level, one that, among other things, asks us to step outside routine—eat less meat, drive less—and become active in forcing corporations (and politicians) to be better citizens.
A readable, persuasive argument that our ways of doing business will have to change if we are to prosper—or even survive.Pub Date: May 1, 2020
ISBN: 978-1-5417-3015-1
Page Count: 336
Publisher: PublicAffairs
Review Posted Online: Feb. 16, 2020
Kirkus Reviews Issue: March 15, 2020
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