Unsatisfying survey of an issue that will be increasingly important in the coming years.
A look at the rise of algorithms and how they can be found in nearly every aspect of modern life.
An algorithm, writes engineer Steiner ($20 Per Gallon: How the Inevitable Rise in the Price of Gasoline Will Change Our Lives for the Better, 2010), is simply “a set of instructions to be carried out perfunctorily to achieve an ideal result. Information goes into a given algorithm, answers come out.” The author examines what information goes in and, more importantly, what answers emerge. Although much of the narrative focuses on Wall Street and how algorithms have changed how stocks are traded, Steiner also discusses other industries, including health care, sports betting and even music recording. For example, the author writes about how an algorithm was used to help unravel a musical mystery: the composition of a unique chord struck at the opening of the Beatles’ 1964 song “A Hard Day’s Night.” However, instead of using the story as a brief example of what algorithms can do, Steiner drags out the tale for pages, dissecting every minute detail. But in other sections, he glosses over some algorithms readers may be most familiar with, such as the one Netflix uses to suggest movies or the algorithms that connect users of an online dating site. Perhaps the book’s oddest turn is the cheerfulness with which Steiner describes how algorithms will eventually replace millions of workers, pointing out that since June 2009, “corporations have spent 26 percent more on technology and software but haven’t raised their payrolls at all.” His advice for readers? “Get friendly with bots,” and learn to write new algorithms.
Unsatisfying survey of an issue that will be increasingly important in the coming years.Pub Date: Sept. 1, 2012
ISBN: 978-1-59184-492-1
Page Count: 256
Publisher: Portfolio
Review Posted Online: July 29, 2012
Kirkus Reviews Issue: Aug. 15, 2012
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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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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