by Daniel J. Siegel ‧ RELEASE DATE: Nov. 15, 2016
If you embrace the notion that humankind ought to embrace more kindness, “a natural outcome of integration,” then this is...
A clinical professor of psychology serves up the soft, squishy side of neuroscience.
If you are a hard-drilling student of brain science, the mind is the ghost in the machine, some matter for Cartesian pondering, with a healthy dose of the uncertainty principle thrown in for good measure: for how can the thing doing the measuring be measured itself? Siegel (Psychiatry/UCLA School of Medicine; Brainstorm: The Power and Purpose of the Teenage Brain, 2014, etc.) is not that steely scholar. Instead, this treatise on the mind is a sometimes-elegant (“skull and skin are not limiting boundaries of energy and information flow”) but often seemingly nonrigorous look at what Woody Allen called his second favorite organ. Mind, by Siegel’s account, is indeed energy and information flow; it is embodied, inasmuch as it exists inside the brain, but it is also disembodied, inasmuch as it extends beyond the individual. Brain activity is energy flow, but somehow that energy flow yields a world of mental representations, of subjective mental experience. “Subjective” is a key word in the author’s account, for, as he writes, he has long sought a way “to connect empirical insights with emotional knowledge.” This interest in the emotional, in the “inner view of mental life,” is largely what separates Siegel from the likes of Antonio Damasio, but allowing for off-putting neologisms such as “MWe”—shorthand for “our integrated identity, the linkage of a differentiated me with a differentiated we”—it is a side that has not received enough scholarly attention. These emotional aspects, manifested in matters such as grief, would seem to be real enough, though much neuroscience questions the “reality” of subjective experience; Siegel nods to that by noting, “we can honor the universal reality that perception is a constructed skill.” In other words, it’s more Pema Chodron than Petri dish.If you embrace the notion that humankind ought to embrace more kindness, “a natural outcome of integration,” then this is your book.
Pub Date: Nov. 15, 2016
Page Count: 384
Review Posted Online: Sept. 21, 2016
Kirkus Reviews Issue: Oct. 1, 2016
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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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