An insightful and practical leadership guide that requires careful study.
Whether readers are CEOs or parents, leadership can be learned through a model that sparks effective conversations, according to this debut manual.
After decades of focusing on leadership development, Rogers became intrigued by the fact that some executives get powerful results while other gifted personalities fail to influence others. The author maintains that a well-meaning but mistaken rush to authoritarianism or commiseration, especially in today’s polarized atmosphere, creates obstacles to open exchange and innovation. To counter the myths about personality and workplace culture, Rogers, a senior consultant at a global firm, offers this “study about dialogue in life and business.” In a world of increasing change, the author asserts, it becomes impossible for individuals or even groups to comprehend all the factors that come into play in dialogues and decisions. In addition, the natural human inclination is to “listen” in order to criticize, to gather information in order to bolster one’s already formed conclusion, and to speak in order to defend one’s biases. Rogers proposes a dialogical mindset—his t3 model—that leads to a true exchange, resulting in mutual collaboration and new ideas. This is a results-oriented, transformative dialogue involving inner discussions and conversations with others that breaks through the static concepts of teams and personalities and draws on four “voices”: curiosity, empathy, transparency, and authority. The 10 chapters are accompanied by helpful diagrams of various “dialogic space” variants showing roles and relationships, skill maps, sample conversations, self-surveys, and many real-world examples. Useful endnotes and commentary conclude the book. The strength of the manual is not only in Rogers’ fourfold model, but also his profound understanding of human foibles. He effectively warns against the pitfall of applying his system haphazardly or too quickly. Readers, even with the best of intentions, will likely slip back into their preferred “voices,” so the author spends a great deal of time deftly explaining the model, including the difference between telling oneself “I’m listening” and achieving real, active empathy. In addition, an entire chapter skillfully explores breakdowns in dialogue. Rogers emphasizes that there are no quick answers; this valuable model takes a lot of continuous work.
An insightful and practical leadership guide that requires careful study.Pub Date: Jan. 10, 2018
ISBN: 978-1-975987-95-4
Page Count: 264
Publisher: CreateSpace
Review Posted Online: March 29, 2018
Review Program: Kirkus Indie
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
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