An intriguing look at suicide weighed down by dense facts and figures.
A mechanical engineer zeroes in on the physiological dynamics of the brain in a valiant effort to explain suicide and make sense of his son’s death.
In 2002, Sanchez’s son Mitchell Xavier killed himself after suffering for years from depression and panic attacks. Unsatisfied with current therapies and methods of pharmacology, the author has written two previous books searching for clues to the causes of depression and other brain disorders. This third book continues the hunt, focusing on aftoktognosis, which the author defines as the knowledge of suicide. Despite a tendency to indulge in a deluge of statistics, Sanchez offers wise and elegant words–written by the likes of Andrew Solomon and Kay Redfield James–to bring dry facts to life. The centerpiece of the book is an exhaustive, often tedious exploration of the brain based on modern neurological theory, which concludes with a lengthy description of brain mechanics and the chemical changes that may lead to panic attacks, depression and suicide. A more successful section devoted to a catalogue of mental disorders is made memorable by the inclusion of the author’s personal experiences. In a brief, moving passage, Sanchez reveals that he suffered from post-traumatic stress disorder in the months following his son’s suicide–anxiety disrupted his sleep and visions of Mitchell’s death haunted his waking hours. Later in the book, a suicide autopsy–a fascinating investigation into why a promising lawyer overdosed on pills–makes a convincing case that the many theories currently in play among psychiatrists and psychologists may work against each other, complicating the potential for prevention. Perhaps the most innovative theory presented involves the idea that the loss of a sense of self–otherwise known as idiozimia–may be the prerequisite for suicidal behavior. Sanchez ultimately concludes that saving a person from suicide depends on a more accurate assessment of risk and a deeper understanding of this tragic phenomenon through collaboration and communication.
An intriguing look at suicide weighed down by dense facts and figures.Pub Date: Dec. 14, 2007
ISBN: 978-1-4257-7990-0
Page Count: -
Publisher: N/A
Review Posted Online: May 23, 2010
Review Program: Kirkus Indie
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 2026 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.
