Significantly flawed, but with some important things to say about business in the social media age.
Delving into the takeover of Twitter (now X) by Elon Musk uncovers rampant bad judgment and ego-driven hypocrisy.
Bestselling author Mezrich has written a string of nonfiction books and novels, and sometimes it isn’t easy to know which category this one falls into. This is partly because the story and its central character are both so strange, but also because the author plays fast and loose with the narrative. “Some dialogue has been reimagined,” he acknowledges, “and the dates of some of the events have been adjusted or compressed. Also, at some points in the story I employ elements of satire.” Mezrich also occasionally presumes to know what Musk was thinking, even though Musk refused to participate. The book should be read with a grain of salt, but the author has plenty of intriguing material to work with, and he turns up a few useful insights. Mezrich admits that Twitter was already somewhat broken before Musk took over and sought to merge his philosophical and political views with the management of a social media company. It had a bloated payroll and confusion about its role in the marketplace; begun as a digital venue for the free exchange of ideas, Twitter increasingly censored or banned contributors. Musk apparently wanted it to be a completely open platform but soon ran into numerous practical realities. At the management level, he did not so much trim fat as run a chainsaw through the company. Twitter’s financial indicators spiraled downward, and by the time Musk stepped down as CEO, “the blowback had tarnished his reputation, perhaps irrevocably.” As for Twitter, now re-branded as X, the real question, which Mezrich avoids, might be not whether it can survive, but whether it deserves to.
Significantly flawed, but with some important things to say about business in the social media age.Pub Date: Nov. 7, 2023
ISBN: 9781538707593
Page Count: 336
Publisher: Grand Central Publishing
Review Posted Online: Aug. 29, 2023
Kirkus Reviews Issue: Oct. 1, 2023
BOOK REVIEW
BOOK REVIEW
BOOK REVIEW
SEEN & HEARD
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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