by Dawna Markova & Angie McArthur ‧ RELEASE DATE: Aug. 11, 2015
Provocative but open to the charge of one-sided overcorrection.
Consultant Markova (Wide Open: On Living with Purpose and Passion, 2008, etc.) and co-author McArthur argue that current thinking about leadership methods must change in the coming century.
The authors view the present as a transitional era in which two kinds of cultural paradigms about leadership are in contention. “We have been educated for a time that no longer exists,” they write. “Leaders today are confronted with vastly different challenges than their predecessors, who were taught how to be right but not how to be effective with other people.” Meeting new challenges requires learning how to develop relationship skills, and the authors offer a plan for developing “collaborative intelligence,” or “CQ.” Drawing from other disciplines—e.g. Ned Herrmann's theories of brain dominance and proposal of different “cognitive styles”—they outline an approach that, they argue, will enable individuals and groups to shift their mental states by becoming aware of “languages of thought.” The authors probe beneath the ostensible message to the content of delivery, as indicated by body language, tone of voice, and/or facial expression. Their purpose is to establish an environment conducive to collaboration. Doing this requires self-awareness and criticism. With self-awareness, those who aspire to leadership positions can improve their styles. Markova and McArthur maintain that cognitive activity is knowable and changeable. While the old methods reduce relations between people to those based on economics and contracts, the authors aim to foster “inter-dependence, receptivity, connection, influence and inquiry” as the alternative. For them, this alternative is a way “to accept and evoke change” based on moving from rigid uncertainties to flexible curiosity, without losing virtuous intent. Leaders would no longer need to maintain the appearance of rightness but be able to collaborate productively. The authors present exercises and descriptions to clarify how their methods are put into action.
Provocative but open to the charge of one-sided overcorrection.Pub Date: Aug. 11, 2015
ISBN: 978-0-8129-9490-2
Page Count: 368
Publisher: Spiegel & Grau
Review Posted Online: May 19, 2015
Kirkus Reviews Issue: June 1, 2015
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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
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
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BOOK REVIEW
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
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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