There will be readers who disagree with Muttitt’s thesis. They will now be obliged to marshal similarly convincing evidence.
The former co-director of Platform, a London-based group devoted to combating the harmful influences of transnational corporations, unravels Iraq’s oil politics.
In this well-reported debut, Muttitt never insists that oil was the sole motive for the 2003 invasion of Iraq. As both an activist and freelancer, he makes his sympathies plain from the beginning, but he rejects crude conspiracy theories in favor of a more subtle take: that the occupiers genuinely saw themselves as liberators, never acknowledging their own self-interest in securing an energy supply. Still, the British and Americans acted in precisely the manner expected of imperial powers, particularly when it came to the oil sector, installing dubious allies in government and industry, starving domestic institutions of resources and authority, and stoking political divisions among the indigenous opposition. Muttitt relies on his own deep familiarity with the region, damning documents made available by the Freedom of Information Act, and interviews with numerous Iraqi oil experts and government officials to demonstrate the centrality of oil to the war’s planning and execution, to explain the chaotic first months of occupation (ever wonder why the Ministry of Oil was the sole public building unlooted or unburned?), and the many missteps of the Coalition Provisional Authority. Follow the oil, Muttitt advises, to fully understand the years of sectarian violence, the tortuous formation of the deeply flawed permanent government, the thwarted attempt to privatize an oil industry 30 years nationalized, and the handoff from occupying powers to armed security forces of the big oil companies. Throughout, the author displays an exquisite sensitivity and a deep respect for the resilience of the Iraqis and the sophistication of their oil industry before its gutting by the occupation. He’s contemptuous of today’s scramble for profits among the likes of ExxonMobil, BP and Shell. No, the war wasn’t only about oil, but as one State Department adviser asked, “What did Iraq have that we would like to have? It wasn’t the sand.”
There will be readers who disagree with Muttitt’s thesis. They will now be obliged to marshal similarly convincing evidence.Pub Date: July 3, 2012
ISBN: 978-1-59558-805-0
Page Count: 464
Publisher: The New Press
Review Posted Online: May 12, 2012
Kirkus Reviews Issue: June 1, 2012
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
A readable, persuasive argument that our ways of doing business will have to change if we are to prosper—or even survive.
A well-constructed critique of an economic system that, by the author’s account, is a driver of the world’s destruction.
Harvard Business School professor Henderson vigorously questions the bromide that “management’s only duty is to maximize shareholder value,” a notion advanced by Milton Friedman and accepted uncritically in business schools ever since. By that logic, writes the author, there is no reason why corporations should not fish out the oceans, raise drug prices, militate against public education (since it costs tax money), and otherwise behave ruinously and anti-socially. Many do, even though an alternative theory of business organization argues that corporations and society should enjoy a symbiotic relationship of mutual benefit, which includes corporate investment in what economists call public goods. Given that the history of humankind is “the story of our increasing ability to cooperate at larger and larger scales,” one would hope that in the face of environmental degradation and other threats, we might adopt the symbiotic model rather than the winner-take-all one. Problems abound, of course, including that of the “free rider,” the corporation that takes the benefits from collaborative agreements but does none of the work. Henderson examines case studies such as a large food company that emphasized environmentally responsible production and in turn built “purpose-led, sustainable living brands” and otherwise led the way in increasing shareholder value by reducing risk while building demand. The author argues that the “short-termism” that dominates corporate thinking needs to be adjusted to a longer view even though the larger problem might be better characterized as “failure of information.” Henderson closes with a set of prescriptions for bringing a more equitable economics to the personal level, one that, among other things, asks us to step outside routine—eat less meat, drive less—and become active in forcing corporations (and politicians) to be better citizens.
A readable, persuasive argument that our ways of doing business will have to change if we are to prosper—or even survive.Pub Date: May 1, 2020
ISBN: 978-1-5417-3015-1
Page Count: 336
Publisher: PublicAffairs
Review Posted Online: Feb. 16, 2020
Kirkus Reviews Issue: March 15, 2020
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