by Brian Klaas ‧ RELEASE DATE: Nov. 9, 2021
Lord Acton would be proud. Essential for interpreting history and world events—both the provinces of tyrants—alike.
Brilliant study of the nature of power, explaining just why it so often renders those who hold it evil.
“Does power corrupt, or are corrupt people drawn to power?” So asks Klaas, a professor of global politics at University College London, at the outset of this absorbing survey. The answer is yes. The author delivers a provocative argument to support that claim, whether discussing the case of an African strongman who cannibalized his political enemies or the martinet president of a homeowners association. Two memorable examples come early: One is a “psychopathic pharmacist” who organized the survivors of a 1629 shipwreck on an Australian island to commit more than 100 murders at his whim. The second is a similar marooning, four centuries later, in which a group of young Tongan men lived for more than a year in a flatly organized shared-power-and-responsibility system. That all survived may have been a fluke given that we tend to create hierarchies in which “upstarts who would’ve previously faced ostracism, humiliation, or death now had a real prospect of becoming genuinely powerful.” Because power thrives on conflict, the rate of violence increases; because people fear violence, powerful people who offer security thrive. Hierarchy itself isn’t bad, writes Klaas; it’s just that it attracts corrupt people who flourish in competition. Today, “much of the world is dominated by systems that attract and promote corruptible people.” Some make no effort to disguise their corruption (Putin, Trump, etc.); others are more sophisticated. Is it nature or nurture? “We don’t know,” writes Klaas. The implications are far-reaching. For example, since police work attracts former soldiers who enjoy exercising power, real police reform will involve not hiring such people. To keep people from abusing power, those with power within a hierarchy must be rotated and kept an eye on, given that “watched people are nice people.”
Lord Acton would be proud. Essential for interpreting history and world events—both the provinces of tyrants—alike.Pub Date: Nov. 9, 2021
ISBN: 978-1-982154-09-7
Page Count: 336
Publisher: Scribner
Review Posted Online: Sept. 27, 2021
Kirkus Reviews Issue: Oct. 15, 2021
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by Brian Klaas
by Daniel Kahneman ‧ RELEASE DATE: Nov. 1, 2011
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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by Erin Meyer ‧ RELEASE DATE: May 27, 2014
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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