Vivid, encouraging guidance for problem solvers of all kinds.
Innovation professionals McClure and Wilde provide a blueprint to help readers navigate and thrive in complicated times.
In their debut nonfiction collaboration, the authors confront the seemingly insuperable chaos of the modern world, full of entrenched crises with no clear solutions. “Hard problems aren’t hard simply because they are big,” they point out, referring to everything from climate change to school and community issues. “Problems are hard because they have many parts that are tangled up with one another.” In response to these problems, McClure and Wilde propose the concept of “ecosystem innovation,” a practice that “builds an ecosystem of different actors and resources that all work together to achieve a goal.” They detail (with accompanying diagrams and bulleted points) the business models of entities including Airbnb, the Angry Birds app, and organizations like Solar Sister, a company that seeks to provide affordable power to the 600 million people in sub-Saharan Africa who have no electricity. At every step, the authors analyze the strategies used in their examples, such as the “agile pilot” methodology (“Generate many ideas. Make the first trial of an idea as small as possible and test it as quickly as possible—creating a minimum viable product [MVP] to see if an idea works”), which works well for smaller problems (“This is an innovation model that can be done on a small enough scale that you can hide it in a closet”). Wilde and McClure are very clear-eyed guides through all the concepts they explore, and their prose manages to be both information-dense and extremely readable. The sentiment running through their discussions is an inclusive optimism: “Innovation can’t be a mysterious thing that only a handful of special people in exceptional circumstances can do,” they write in a typically energized passage. “You need to be able to step up to a problem worthy of your effort and deliver results with lasting impact.”
Vivid, encouraging guidance for problem solvers of all kinds.Pub Date: Feb. 13, 2024
ISBN: 9781639080694
Page Count: 264
Publisher: Fast Company Press
Review Posted Online: Feb. 21, 2024
Review Program: Kirkus Indie
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
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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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