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SOAP OPERA

THE INSIDE STORY OF PROCTER & GAMBLE

Wall Street Journal reporter Swasy was, she tell us, spied upon, followed, and bugged while writing this admirable—if ultimately somewhat disappointing—history of the dark side of Ivory-soap and Tide manufacturer Proctor & Gamble. According to hundreds of interviews Swasy conducted with current and former P&G managers, contractors, and company watchdogs, P&G—a founder of the national brand name and a pillar of Cincinnati civic life since 1837—turns out to be a paranoid corporate strongman obsessed with controlling the lives of its employees and preserving the sacrosanct reputation of its brands. In chapters devoted, respectively, to the single-minded career of CEO Ed Artzt, to racism and sexism at headquarters, to totalitarian demands for worker loyalty, to hushed-up environmental debacles in P&G plants around the nation, and, finally, to the ruthless marketing here and abroad of brands—including Crest, Pampers, Tide, and, most notoriously, Rely tampons (which were responsible for a number of deaths in the toxic-shock syndrome scandal of the 1970's), Swasy thoroughly dismantles P&G's wholesome image. The documentation of various kinds of corporate malfeasance—including the well-publicized but still shocking episode in which P&G persuaded friendly local county law-enforcement officials secretly to search the private phone records of hundreds of P&G employees, looking for calls to Swasy's Pittsburgh phone after an unfavorable story by her appeared in The Wall Street Journal—is heroic. But the cumulative tale isn't shapely enough to stand on its own as a cautionary story, and Swasy is too close to it to ask what it tells us about corporate America today. For all Swasy's careful work, the book finally has a little ring of an author's rant. Must reading, however, for company watchers, P&G shareholders, curious consumers, and citizens of Cincinnati. (Sixteen pages of b&w photographs)

Pub Date: Oct. 4, 1993

ISBN: 0-8129-2060-0

Page Count: 288

Publisher: Times/Henry Holt

Review Posted Online: June 24, 2010

Kirkus Reviews Issue: Sept. 1, 1993

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THINKING, FAST AND SLOW

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

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THE CULTURE MAP

BREAKING THROUGH THE INVISIBLE BOUNDARIES OF GLOBAL BUSINESS

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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