by Daniel J. Levitin ‧ RELEASE DATE: Aug. 3, 2006
Levitin makes the science of music readily understandable to the non-scientist and non-musician alike.
A neuroscientist with a rich musical background explains what is being learned through research about music and the mind.
Levitin, a former record producer, now director of the Levitin Laboratory for Musical Perception, Cognition and Expertise at McGill University, sees music as a window into the essence of human nature. To bring the uninitiated up to speed, he devotes his opening chapters to answering the question of what music is, covering rhythm, meter, tempo, loudness and harmony, as well as providing basic information about the workings of the human brain. Levitin describes recent studies, some but not all at his own laboratory, that seek answers to questions about the brain mechanisms underlying emotion and memories associated with music. Noting that there is no single music center in the brain, he recounts how listening to music causes a number of brain regions, from the oldest and most primitive to the newest and as far apart as the frontal lobes and the cerebellum at the back of the brain, to be activated in a particular order. Levitin also considers the neurobehavioral basis of musical expertise; the origins of particular musical preferences; and the evolution of music. Taking issue with Steven Pinker’s assertion that music is but an evolutionary accident piggybacking on language, Levitin cogently presents arguments for music’s primacy in human history. Two appendixes provide additional information on the processing of music in the brain and on musical chords. The author displays an easy familiarity with a wide range of musical genres and the characteristics of numerous musical instruments and performers’ voices. He draws his explanatory examples from jazz, rock-’n’-roll, classical music, nursery and folk songs, and musical theater, to name but a few, tossing in references to the Beatles and Beethoven, Joni Mitchell and Bach, Frank Sinatra and Sousa.Levitin makes the science of music readily understandable to the non-scientist and non-musician alike.
Pub Date: Aug. 3, 2006
Page Count: 256
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: June 1, 2006
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by Daniel Kahneman ‧ RELEASE DATE: Nov. 1, 2011
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
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
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by Erin Meyer ‧ RELEASE DATE: May 27, 2014
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
Page Count: 288
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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