A well-reasoned denunciation of justice unserved, and a cogent demand for overhauling a patently corrupt system.
Sign on the dotted line, and sign your rights away.
“America has a secret justice system,” writes former DOJ antitrust counsel Ballou. That system is forced arbitration, which almost always benefits corporations that get to shop and even pay for judges, pick where hearings will be held, and limit their liability in many ways. A case in point opens his argument: A woman with severe food allergies dies after eating at a theme park, and her bereaved husband discovers that on joining the owner’s streaming service, he had signed away his right to take the company to court in the finest of fine print. Arbitration, “a private alternative to the American justice system,” has allowed countless outrages to pass unpunished: a woman raped on a cruise ship, customers bilked by credit card fees, retirees led to bankruptcy by incompetent investment advisors, a noted actress driven out of the business by a network TV star’s unchecked sexual harassment. The Supreme Court, Ballou writes, is all in for arbitration, citing a supposed “litigation explosion” but in actuality seeking to limit the ability of consumers to join in class-action suits. Since few people can afford to sue deep-pocketed corporations, this effectively allows corporations to do as they please, which is in keeping with recent Supreme Court rulings overall. The statistics that Ballou cites are shocking: One judge “issued decisions in 1,332 arbitrations in just ninety-seven days over four years. …sometimes rul[ing] on dozens of cases in a single day, relying solely on documents provided by the credit card companies. In 97 percent of his cases (1,292 matters), he ruled for the company.” Ballou counsels both state action, such as recent California reforms to limit arbitration, and citizen agitation to voice the unpopularity of the system: “Public opinion matters to the Supreme Court, and public opinion is on our side.”
A well-reasoned denunciation of justice unserved, and a cogent demand for overhauling a patently corrupt system.Pub Date: May 12, 2026
ISBN: 9781541705715
Page Count: 256
Publisher: PublicAffairs
Review Posted Online: April 20, 2026
Kirkus Reviews Issue: May 15, 2026
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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