The dismal science is no longer quite so dismal with the arrival of this wonderfully instructive report.
A smart reporter with an instinctive tilt to the left, Garson (All the Livelong Day, not reviewed, etc.) follows her money around the world in this perceptive financial odyssey.
First Garson deposited half of her book advance ($29,500 net) in a charming one-horse bank in New York State. Part of that hoard proceeded, through the Fed Funds desk at Chase, to finance a letter of credit for a seafood wholesaler to an Asian shrimp distributor. Chase moved more of the reporter’s capital from rustic New York to rural Thailand, where Caltex used it to construct a refinery. On the spoor of her dollars, the intrepid author got to know the earnest engineers and the indentured laborers among the cadres of visiting workers. From Hong Kong to uptight Singapore, she learned the ways of East Asia. The other half of the advance was lodged with a mutual fund managed by the redoubtable Michael Price, who pushed Chase into the encompassing arms of Chemical Bank. The result was lots of pink slips and extra moolah for the mutual-fund investors. Garson’s fund, to wring cash out of Sunbeam (which it controlled), called in “Chainsaw Al” Dunlap to restructure the venerable appliance maker. Dunlap publicized himself, outsourced, jiggled the books, fired executives and line employees alike, and, finally, utterly destroyed Sunbeam. Following her dollars, the author attended plant closings in Tennessee and Maine, painting sympathetic portraits of displaced workers. Without charts or graphs or technical jargon, her text puts a human face on capital development loans, Malaysian labor policies, and IMF strictures. Unreconstructed liberal as capitalist and investor, the author takes a proprietary, personal approach to her refinery, her lawn-furniture factory, and her prawn farm. At the end, she longs “to see the bankers and investors suffer, just once, some of the personal insecurity and loss that their schemes inflict upon others.”
The dismal science is no longer quite so dismal with the arrival of this wonderfully instructive report.Pub Date: Feb. 12, 2001
ISBN: 0-670-86660-1
Page Count: 335
Publisher: Viking
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: Jan. 1, 2001
BOOK REVIEW
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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