A quarter century ago, media guru McLuhan (d. 1980) wrote his famous Understanding Media. Now, in a posthumous volume cowritten by McLuhan's friend Powers (Communications Studies/Niagara U.), the premises of that work are updated. This collaboration stems from research undertaken by the authors at the Centre for Culture and Technology in Toronto. Their analysis of the worldwide impact of video-related technologies takes the myth of Narcissus (central to Understanding Media) a step further. McLuhan was struck by the fact that when men first went to the moon, we expected photographs of craters but, instead, the quintessential symbol of that adventure was the dramatic picture of earth—ourselves: "All of us who were watching had an enormous reflexive response. We 'outered' and 'innered' at the same time. We were on earth and the moon simultaneously." The authors refer to this kind of moment as a "resonating interval"—"the true action in the event was not on earth or on the moon, but rather in the airless void between. . ." In their analysis, this resonating interval represents an invisible borderline between visual and acoustic space. The distinction between the two "spaces" marks the major premise here, with visual space representing the old traditions of Western Civilization—left-brain-oriented, linear, quantitative reasoning—and acoustic space representing right-brain, pattern-producing, qualitative reasoning. Because of electronic communications, the authors believe, these two mind-sets are "slamming into each other at the speed of light." While most societies view themselves through the past, usually a century behind, present-day changes occur so rapidly that this "rearview mirror" doesn't work anymore. By use of what they call the "tetrad," the authors contend that they can postulate four stages in any invention or trend to determine what the final result will be—what it will "flip over" into (e.g., money flipped over to credit cards; the telephone to "ominpresence." as in teleconferencing; cable TV should flip over to home broadcasting; electronic-funds transfer should flip over to "an intense state of credit-worthiness as pure status"). Dense, heavily technological writing—but with the occasional insight that reminds us of what once brought such renown to McLuhan.
Pub Date: April 1, 1989
ISBN: 0195079108
Page Count: 244
Publisher: Oxford Univ.
Review Posted Online: May 21, 2012
Kirkus Reviews Issue: March 15, 1989
BOOK REVIEW
Full of interesting factoids–-but the blatant advertising for Kushner's products is pervasive to the point the book becomes...
A wake-up call about caffeine from a committed and self-interested author.
Formerly a newspaper journalist in Russia who consumed enormous amounts of coffee and cigarettes, Kushner relocated to New York City during the early '90s. Shortly thereafter, she learned she suffered from Celiac disease, a genetic disorder that was perhaps exacerbated by products containing caffeine. She researched caffeine substitutes, none of them suiting her tastes. And she discovered that certain substitutes contain gluten, another substance that those with Celiac cannot tolerate. Thus, she "invented" soy coffee and uses this book as her marketing platform. It's frequently informative, though, once the the text moves beyond pure publicity. For instance, she mentions that England's King Charles II attempted to shutter coffeehouses in 1675 because men tended to neglect their families while staying out to consume caffeine. Widespread protest, though, defeated the ban; the Boston Tea Party of 1773 resulted in the consumption of coffee as a patriotic duty; the world's first espresso machine began making noise in France in 1882; Maxwell House coffee is named after a Nashville hotel; US coffee sales boomed during the 1920s thanks to Prohibition; the US imported 70 percent of the world’s coffee crop at the beginning of WWII; Starbucks opened its first store in Seattle in 1971. These are just a few pieces of coffee trivia the author offers. She also briefly discusses the history of the American addiction to caffeine, explaining the chemistry of the substance, listing specific health threats (heart disease, central-nervous-system disorders, ulcers, cancer) and mapping out specific routes to end dependency. Unfortunately, though, the style interferes with the substance, as the tone is often shrill and alarmist. An appendix titled "Make a Difference!" is the call to action here, urging readers to petition the FDA for fuller disclosure among coffee manufacturers of specific product caffeine levels.
Full of interesting factoids–-but the blatant advertising for Kushner's products is pervasive to the point the book becomes soporific.Pub Date: Oct. 1, 2004
ISBN: 0-9747582-0-5
Page Count: -
Publisher: N/A
Review Posted Online: May 23, 2010
Review Program: Kirkus Indie
An adequate guide for running high-performance workgroups within a corporate setting, but far from a guaranteed formula for...
A satisfactory business study confirming the old business saw that 10% of the people do 90% of the work.
According to Annunzio's analysis, only 10% of elite information workers work in high performance-workgroups. The remaining 90%? Apparently they labor away as modern-day Bob Cratchits, in environments that neither demand nor deliver optimal performance. Ebullient accounts of the ideal workplace are nothing new in business nonfiction, nor are the lugubrious tales of moribund organizations. The author rarely notes here, though, anything we haven't heard a million times before from Tom Peters, Steven Covey, or even Donald Trump. Her maxims are boilerplate business clichés: value people; optimize critical thinking; seize opportunities. But basing a formula for business success on such bland principles is problematic, since they are so vague as to be meaningless. Do companies fail because they neglect to do such things? Most failures had nothing to do with workgroup functioning; instead, they stemmed from lack of foresight and, more commonly, simple bad luck. Nonetheless, Annunzio does proffer good advice for companies that wish to maximize the performance of their workgroups. First, identify those that are performing at a high level, those that can provide evidence of profit/revenue growth along with product, service, or process innovation. Second, work on bringing average groups up to maximum performance. More importantly, avoid destructive behaviors such as micromanagement, bureaucratic interference, resource and information hoarding, politics, and control. She also makes the astute—and cost-saving—observation that before hiring high-priced consultants to solve business problems, companies might consider consulting their own employees, who are more likely to know the answers.
An adequate guide for running high-performance workgroups within a corporate setting, but far from a guaranteed formula for business success.Pub Date: Nov. 4, 2004
ISBN: 0-59184-060-0
Page Count: -
Publisher: N/A
Review Posted Online: May 23, 2010
Review Program: Kirkus Indie
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