An ingenious tool for detecting flaws in charts, which nowadays seem mostly deliberate.
As this entertaining addition demonstrates, the “how to lie with statistics” genre is alive and well.
Cairo (Chair, Visual Journalism/Univ. of Miami; The Truthful Art: Data, Charts, and Maps for Communication, 2016, etc.) points out that “charts may lie…because they display either the wrong information or too little information. However, a chart can show the right type of information and lie anyway due to poor design or labeling.” In a cheerful introductory chapter, the author explains that, while writing was invented about 5,000 years ago and charts weren’t used until the late 1700s, both are encoded forms of communication with a structure and vocabulary. Readers receive well-researched information about the makeup of a chart along with the warning that this knowledge, like rules of grammar, is necessary but not sufficient. It’s essential to pay attention. Cairo begins with a U.S. map, almost entirely red, that many claim shows the overwhelming popularity of Donald Trump in 2016. But how could that be if he received only 46 percent of the vote? The trick is that the map label shows not voters but counties with Trump majorities. Since large counties (rural) mostly voted for him and small counties (urban) didn’t, such a map is overwhelmingly red. The map, although real, is used to lie. In the generously illustrated chapters that follow, the author delivers a painless, if often uncomfortable education. On a trivial level, one must know what a chart is measuring. A chart of homeless schoolchildren in Florida reveals counties with more than 20 percent. The streets are not full of sleeping students because “homeless” is not defined as “no home” but rather as “lacking a fixed, regular nighttime residence.” There are plenty of no-brainers, sadly widely ignored, such as, “correlation is not causation.” The graph showing that cigarette smoking increases in nations with a greater life expectancy does not prove that smoking is healthy.
An ingenious tool for detecting flaws in charts, which nowadays seem mostly deliberate.Pub Date: Oct. 15, 2019
ISBN: 978-1-324-00156-0
Page Count: 256
Publisher: Norton
Review Posted Online: Aug. 17, 2019
Kirkus Reviews Issue: Sept. 1, 2019
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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