A well-reasoned argument for a more nuanced view of character, and a solid addition to the ever-growing behavioral-economics...
Psychologists DeSteno (Psychology/Northeastern Univ.) and Valdesolo (Psychology/Amherst Coll.) offer a new twist to the dispute between absolute and relative moral values.
The authors use the metaphor of the ant and the grasshopper—taken from an Aesop fable—to describe two contradictory aspects of human behavior which are triggered by different neurological systems in the brain. “The ant is always looking to the future,” they write. “The grasshopper, on the other hand, sees no point in worrying about the future until it gets here, so it spends its time singing, playing, and enjoying itself.” The ant represents our ability to exercise self-control, to reason and plan ahead; the grasshopper represents the urge for immediate gratification and our dependence on intuitive, gut reactions. Counterintuitively, the authors suggest that the peccadilloes of public figures such as Eliot Spitzer and Larry Craig might exemplify cognitive flexibility rather than hypocrisy and contempt for the moral values they publicly espoused—a mental shift to suit other imperatives. The more primitive grasshopper system that governs our instinctive behavior harkens back to our evolutionary past, when survival depended upon a quick reaction to danger. DeSteno and Valdesolo review cutting-edge research using fMRI, neuroimaging that shows how different brain systems can be activated when we face moral dilemmas. In one experiment, subjects were asked how they would respond to a hypothetical situation in which an out-of-control trolley was about to run over five people. Would they stop the trolley by pushing a large man onto the tracks? Others were given the option of flipping a switch to shift the trolley to another track, where only one person would be hurt. The fMRI image showed that different areas of the brain were activated: In the first case, a gut reaction against killing had to be overcome; in the second, the brain treated it as a logical decision.
A well-reasoned argument for a more nuanced view of character, and a solid addition to the ever-growing behavioral-economics shelf.Pub Date: May 3, 2011
ISBN: 978-0-307-71775-7
Page Count: 272
Publisher: Crown Archetype
Review Posted Online: April 4, 2011
Kirkus Reviews Issue: Feb. 15, 2011
BOOK REVIEW
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
© Copyright 2025 Kirkus Media LLC. All Rights Reserved.
Follow
Popular in this Genre
We can’t wait for you to join Kirkus!
It’s free and takes less than 10 seconds!
Already have an account? Log in.
OR
Sign in with GoogleTrouble signing in? Retrieve credentials.
Welcome Back!
OR
Sign in with GoogleTrouble signing in? Retrieve credentials.
