A warning and a foreshadowing of what will ultimately be a major issue in the years to come within the electronic world.
A well-meaning but ultimately sketchy study that tackles the problem of maintaining privacy in the ever-developing world of the Internet.
The title refers to the theory that, even if you have bars and locks on 99 of your 100 windows, only one left open and unguarded will put you at risk. The authors, cofounders of the Internet watchdog group TRUSTe, paint a scary portrait. Individuals are being monitored electronically every minute of the day, they claim, via e-mail, chat groups, cellular telephones, and illicit spy-cams that feed unauthorized video onto the Net. The Internet has evolved from a noncommercial arena into one that is largely driven by e-commerce, and this has led to the growing importance of data collection on individuals—known as PII (“personally identifiable information”)—in order to capture tastes, values, and behavior of consumers. Anyone can click onto a website and thus unwittingly become an identifiable piece of data—to be passed around and used by companies, the government, or individuals. While PII collection has enabled e-commerce to offer helpful customized goods and services, the relatively easy access to personal information can lead to harassment, identity theft, online fraud, racial profiling, and other dangers. Because of modern computing systems’ flaws and the rapid development of the Internet, the authors admit that it is hard to offer solutions to the privacy issue. They do offer some useful tips and tricks (such as suggesting that you create an online identity that is separate from your e-mail address and do not reply directly to spammers), and there is a chapter that ranks the ten companies with the best privacy sites. Articles in the appendix show how Big Brother is indeed watching over us.
A warning and a foreshadowing of what will ultimately be a major issue in the years to come within the electronic world.Pub Date: May 1, 2000
ISBN: 0-684-83944-X
Page Count: 304
Publisher: Free Press
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: April 15, 2000
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
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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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