An iffy prescription for how big tech might enable psychiatrists to provide better patient care.
A psychiatrist offers a blue-sky vision of how smartphone and other data might help with treating mental health concerns from depression to schizophrenia.
In Mind Fixers (2019), Anne Harrington cast the history of psychiatry as a series of overzealous efforts to show that if the profession was troubled, “the field’s best days lay just over the horizon,” whether in the form of 19th-century mental hospitals or the 20th century’s surgical treatments, Freudian psychoanalysis, and “biological revolution.” Given that unpromising track record, readers may be skeptical of Barron’s thesis that digital tools might ease the profession’s current ills if only psychiatrists had access to tech like patients’ Fitbit stats, social media profiles, and Google search histories (“with their permission of course”). The author, a Scientific American contributor, offers slim, if sometimes-intriguing evidence of the potential uses of such “digital exhaust”—e.g., “Google searches for explicitly suicidal terms were better able to predict completed suicides than conventional self-report measures of suicide risk.” Barron also lays out the formidable barriers to tapping such benefits, ranging from patients’ fears about how their health data might be exploited to the difficulty of reproducing scientific studies when tech companies are reluctant to share their proprietary codes. Because of the obstacles to much of the research he describes, the author lacks sufficient data to make a convincing case that the “Big Data revolution” in psychiatry will be more successful than the failed “revolutions” described in Mind Fixers and other trenchant critiques. The most interesting parts of this book are Barron’s memorable anecdotes, some especially relevant to public health. “During the COVID-19 Pandemic, Google searches for symptoms like ‘I can’t smell’ were almost perfectly correlated with state-level reports of the disease prevalence,” he writes. “By pooling one symptom with other common searches,” public health officials could follow the emergence of outbreaks.
An iffy prescription for how big tech might enable psychiatrists to provide better patient care.Pub Date: April 20, 2021
ISBN: 978-1-73442-078-4
Page Count: 160
Publisher: Columbia Global Reports
Review Posted Online: Feb. 9, 2021
Kirkus Reviews Issue: March 1, 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
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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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