Timely, thorough reporting on the companies vying for supremacy in the final frontier.
Magnates look to the moon and Mars.
Elon Musk’s SpaceX and Jeff Bezos’ Blue Origin are competitors run by men who have publicly feuded. But in this well-sourced account, one company is far ahead. Some of SpaceX’s rockets have been eye-popping failures, prompting the company to make an explosion highlight video set to the Monty Python theme. Yet in Davenport’s telling, Musk’s hard-diving management has propelled his company to preeminence. Musk started employee meetings at 11 p.m. and “barely sleeps.” Conversely, Bezos sometimes worked only Wednesdays at Blue Origin, trying to make it an Amazon-esque “‘Everything Company’ for space.” Davenport, a space-industry reporter for the Bezos-owned Washington Post, doesn’t ignore Musk’s controversial tenure with the second Trump administration or Bezos’ recent attempts to win favor with the president. But his focus on pre-2025 events makes for a long-view perspective on what he calls a new era of space travel, which will not only take humans back to the moon but “allow movement through space”—someday, maybe to Mars. Davenport interviewed both men and scores of their employees. SpaceX won the biggest government contracts to ferry satellites and astronauts to space, but after Musk smoked pot on Joe Rogan’s podcast, the company had to submit to a time-consuming NASA investigation of its workplace culture. Though Bezos talked about “expand[ing] out into the solar system” to find new energy sources, by 2021 his company “had yet to even reach Earth orbit,” while SpaceX had launched almost 2,000 satellites. Davenport goes off course only once, recounting a third space mogul’s vain effort to wrest the spotlight. But much more often, he deftly blends nuanced portraits of his principals with accessible explanations of the relevant technology and fascinating space lore.
Timely, thorough reporting on the companies vying for supremacy in the final frontier.Pub Date: Sept. 16, 2025
ISBN: 9780593594117
Page Count: 384
Publisher: Crown Currency
Review Posted Online: June 11, 2025
Kirkus Reviews Issue: July 15, 2025
BOOK REVIEW
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
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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