Good ammunition for contrarians and well grounded in scholarly research.
Just say no: an examination of how the naysayers in the audience can help individuals and organizations make better decisions.
In our lives and work, most of us go along to get along, admonished by adages about rocking the boat and getting hammered down if imitating a nail. But, urges psychologist Nemeth (Psychology/Univ. of California), that’s not the best approach. “We benefit,” she writes, “when there are dissenting views that are authentically held and that are expressed over time.” One of her cases in point is the movie Twelve Angry Men, with Henry Fonda as a juror who refuses to give in to the will of the majority to convict. The movie is used in the psychology classroom as a prime example of how a person with conviction can sway doubters, and it “demonstrates the art of influence, which includes timing, an observation of subtle cues from others, and knowing when to talk and when to listen.” Another case in point is the example of the devil’s advocate, appointed in the Catholic hierarchy to say, “yeah, but” when a person is considered for sainthood. By implication, every organization might do well to shake off the cobwebs and have someone throw up doubt whenever a major decision is being discussed. Even the Supreme Court values dissent, writes Nemeth, since it “has been found to increase what is called the integrative complexity of the Court’s decisions”—i.e., dissent forces an examination of all sides of an issue and the trade-offs involved in making one choice over another. Unanimity, in that view, is bad. Not much of the book centers on the workaday business world, where being a reliable spoilsport can get a person not valued but removed. However, with the necessary adjustments, it’s easy to see that this largely academic argument could be made accessible for laypersons.
Good ammunition for contrarians and well grounded in scholarly research.Pub Date: March 20, 2018
ISBN: 978-0-465-09629-9
Page Count: 272
Publisher: Basic Books
Review Posted Online: Jan. 10, 2018
Kirkus Reviews Issue: Feb. 1, 2018
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
If the authors are serious, this is a silly, distasteful book. If they are not, it’s a brilliant satire.
The authors have created a sort of anti-Book of Virtues in this encyclopedic compendium of the ways and means of power.
Everyone wants power and everyone is in a constant duplicitous game to gain more power at the expense of others, according to Greene, a screenwriter and former editor at Esquire (Elffers, a book packager, designed the volume, with its attractive marginalia). We live today as courtiers once did in royal courts: we must appear civil while attempting to crush all those around us. This power game can be played well or poorly, and in these 48 laws culled from the history and wisdom of the world’s greatest power players are the rules that must be followed to win. These laws boil down to being as ruthless, selfish, manipulative, and deceitful as possible. Each law, however, gets its own chapter: “Conceal Your Intentions,” “Always Say Less Than Necessary,” “Pose as a Friend, Work as a Spy,” and so on. Each chapter is conveniently broken down into sections on what happened to those who transgressed or observed the particular law, the key elements in this law, and ways to defensively reverse this law when it’s used against you. Quotations in the margins amplify the lesson being taught. While compelling in the way an auto accident might be, the book is simply nonsense. Rules often contradict each other. We are told, for instance, to “be conspicuous at all cost,” then told to “behave like others.” More seriously, Greene never really defines “power,” and he merely asserts, rather than offers evidence for, the Hobbesian world of all against all in which he insists we live. The world may be like this at times, but often it isn’t. To ask why this is so would be a far more useful project.
If the authors are serious, this is a silly, distasteful book. If they are not, it’s a brilliant satire.Pub Date: Sept. 1, 1998
ISBN: 0-670-88146-5
Page Count: 430
Publisher: Viking
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: July 15, 1998
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