Extremely useful reading for anyone seeking to invest in or do business with India, and for students of the global economy...
A sturdy—and highly optimistic—analysis of Indian politics and economics.
Times of India columnist Das was once a youthful idealist who believed passionately in Nehru’s version of socialism and later kept faith in India’s mixed-economy path to market democracy. Both models failed, for complex reasons having mostly to do, Das suggests, with incompetence and corruption in the official sector. The worst moments came between 1965 and 1991, when, “instead of changing our course as many countries did, we tightened our system, making it more rigid and bureaucratic”—even as occasional experiments in deregulation showed promise of replacing scarcity with plenty. Now convinced that “alleviating poverty is more important than achieving quality,” and that the creation of wealth is as important as its just distribution, Das heralds India’s sweeping reforms of 1991, which lifted government controls over industries and markets, encouraged foreign trade, and coordinated efforts to build a modern infrastructure. One now-evident result, Das holds, is India’s thriving information-technology sector, which has drawn on an immense pool of “intellectual capital” (i.e., highly educated workers) to create an industry that promises to rival that of Silicon Valley. Much remains to be done to make India competitive as an information-technology power, Das allows, inasmuch as it has only 3 computers for every 1,000 people (and will likely raise that figure only to 20 or so by 2008). Even so, he urges, high-tech is the best path to eradicating India’s persistent poverty. “We have realized,” he writes, “that our great strength is our people. Our great weakness is our government. Our great hope is the Internet.”
Extremely useful reading for anyone seeking to invest in or do business with India, and for students of the global economy generally.Pub Date: Feb. 26, 2001
ISBN: 0-375-41164-X
Page Count: 384
Publisher: Knopf
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: Dec. 15, 2000
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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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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