A vivid, offbeat, and thought-provoking look at ways of dealing with the stresses of life.
A self-help book that taps into the wisdom of animals in an effort to improve readers’ emotional health and leadership skills.
“One of the casualties of a busy and technological modern life,” writes leadership coach Anstandig in this heavily autobiographical work, “is that we have lost our sensitivity to pressure as a central signal system for taking care of our needs.” One of her book’s many lessons details how she learned from the various animals in her life how to deal with these pressures and become “a pure and free version of me.” She relates many stories of having been, as she puts it, “raised by wolves,” referring to her childhood dog companions. Her narration of her deep emotional connections with these and other creatures, including horses, undergirds a greater discussion of a concept she calls “Natural Leadership,” which is based on “our innate signal systems as mammals and on phenomena that occur in the natural world.” There are various channels that all feed into the integrated awareness of Natural Leadership, Anstandig says, and she maintains that making an effort to truly listen to these signals give us “a more honest story about who we are.” Overall, the author’s decision to ground so much of her motivational insights in her friendships with members of other species turns out to be a compelling one, as it allows her to discuss the workings of pressure without getting distracted by the typical, everyday rationalizations that tend to stick to the subject when discussing human interactions. Her animals, she engagingly points out, insist that she meet them “where they live: in the present, in honesty, and in the body.” Her extensive passages describing these relationships—their “verve and aliveness,” as she puts it—are the high points of the book.
A vivid, offbeat, and thought-provoking look at ways of dealing with the stresses of life.Pub Date: April 12, 2022
ISBN: 978-1-63195-693-5
Page Count: 240
Publisher: Morgan James Publishing
Review Posted Online: April 1, 2022
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
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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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