A thought-provoking take on shaking up business as usual once the pandemic has passed.
The ongoing pandemic has changed the culture of the office forever—for good, perhaps, and certainly for ill.
“Remote work…is not a cure for shitty management or a bad business model or a bad product. It is merely an organizing principle.” So write business journalists Warzel and Petersen, who investigate what has been happening to many organizing principles of corporate life in the last two years. Some of the changes have been decidedly negative. One example is that the CDC has urged commuters to travel in personal vehicles rather than on mass transit even though, as one scholar observes, there is no strong link between disease transmission and public transportation. In addition, with isolation and remote working, the boundaries between work and life, already fuzzy, became a blur. Corporations expect their workers to be available at all times, and workers deploy tactics such as replying to emails in the middle of the night, showing their devotion. Much of the authors’ argument, repeated a few times too often, centers on their insistence that it’s up to the workers to establish and maintain guidelines for keeping personal time safe and otherwise driving changes in corporate culture. Extending this, they urge reshaping business so that work is not the be-all and end-all of life, arguing that a healthy corporate culture would allow and encourage workers to devote time to community endeavors, self-care, education, and other matters not easily reduced to the bottom line. A flexible work life—with some days in the office and others at home—would improve cities by giving people access to parks and other amenities outside the weekend and by encouraging the formation of communities. Of course, write the authors, “organizations are naturally resistant to change,” and our current form of capitalism puts human considerations well behind financial ones, even if the pandemic showed us a different way to conduct our work lives.
A thought-provoking take on shaking up business as usual once the pandemic has passed.Pub Date: Dec. 7, 2021
ISBN: 978-0-593-32009-9
Page Count: 272
Publisher: Knopf
Review Posted Online: Nov. 29, 2021
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
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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