Readers may squirm to learn the sheer silliness of so many of their fears. They will squirm again to realize that, despite...
Entertaining, often jolting account of why trivial risks terrify us, even as we engage in wildly dangerous activities with hardly a qualm.
Horrified by the 9/11 terrorist attacks, many Americans stopped flying. Because of this, an additional 1,500 died in auto accidents the following year; none died in plane crashes. Most Americans know flying is safer than driving. In fact, writes Ottawa Citizen contributor Gardner in this lively account of why humans fear the wrong things, if terrorists hijacked and crashed one plane a week in the United States, flying would still be far safer. Yet in the more than six years since 9/11 our leaders and the media continue to trumpet the horrors of domestic terrorism—total American deaths it’s caused since 2001: zero—while no presidential candidate would dare warn us off an activity that’s killed more than 200,000 during the same time period. Using examples from everyday life and elucidating with ingenious psychological studies, the author explains why utterly irrational fears come naturally. He strips our approach to frightening events into “head” (reason) and “gut” (emotion), making it clear that gut rules and gut is immune to facts, statistics and common sense. Studies show that gut loves the illusion of control: Drivers of cars rarely feel helpless; not so airline passengers. Familiarity soothes gut. It’s almost impossible to make Americans worry about mass killers like diabetes and obesity, but dramatic, extremely rare maladies like mad-cow disease, West Nile virus and Ebola and fill the media and make us nervous. Intensely patriotic, gut turns up its nose at foreign fears. Americans chuckle at the European panic over genetically engineered food, while Europeans scratch their heads at the American obsession with the dangers of nuclear power.
Readers may squirm to learn the sheer silliness of so many of their fears. They will squirm again to realize that, despite this knowledge, those fears will persist.Pub Date: July 17, 2008
ISBN: 978-0-525-95062-2
Page Count: 320
Publisher: Dutton
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: May 1, 2008
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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