A practical and engagingly written guidebook to embodying peace in one’s daily life.
In this self-help book, two experts on personal development highlight ways to practice peace daily.
“Peace is not something we wait for,” life coaches Hamilton-Guarino and Eastman point out in the book’s introduction, adding that it is instead “something we practice—every day, in every interaction, in every breath.” The authors challenge popular misconceptions of peace that relegate it to an abstract ideal, reduce it to passive inaction, or defer its value onto others, and they argue that it begins inside oneself and in one’s interactions with family members, colleagues, and communities. Central to the book’s convincing premise is that peace starts with compassion (“When you commit to practicing compassion,” they write, “you promote peace”), and that actively choosing compassion not only helps bring inner peace, but is also a contribution to global peace movements. As a guidebook, the volume provides pragmatic advice, often in bulleted lists, on how to embrace its central concept, while emphasizing that it requires constant vigilance and patience. A wealth of practical ancillaries includes journaling prompts (included on lined paper throughout the book), real-world exercises to help break an “autopilot cycle” in stressful situations, and prompts for group discussions. There are memoiristic vignettes from the authors’ own lives, as well as inspirational stories contributed by people they’ve encountered as life coaches, licensed therapists, and motivational speakers. Hamilton-Guarino, a bestselling author of nearly a dozen works, joins Eastman, whose academic background is in clinical psychology, for this book; the pair, who previously worked together on Percolate: Let Your Best Self Filter Through (2014), are particularly adept at blending a welcoming, personable writing style with a solid understanding of best practices in contemporary psychology and peace theory that’s backed by scholarly references. Although the authors’ overall goal of a more peaceful world is admirable, they’re also careful to emphasize that the book “doesn’t ask for perfection.” Instead, it effectively encourages readers to contribute to this goal—one small change and action at a time.
A practical and engagingly written guidebook to embodying peace in one’s daily life.Pub Date: April 21, 2026
ISBN: 9780757326080
Page Count: 272
Publisher: Health Communications Inc.
Review Posted Online: Sept. 9, 2025
Review Program: Kirkus Indie
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
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