A good starting point for anyone who wants to check out of the Heartbreak Hotel.
A psychologist presents case studies to show that heartbreak may be inevitable, but it need not be terminal.
Too often, writes Winch (Emotional First Aid, 2013, etc.) in the latest addition to the publisher’s TED series, society consigns heartbreak to the early pangs of teenage love and thus trivializes or dismisses it. Yet divorce or death can also leave hearts broken, with pain that is as debilitating as physical injury—and that pain can last a lot longer, and longer than it needs to. The author makes the curious decision here “to focus on two types of heartbreak that have much in common: romantic heartbreak and the heartbreak that ensues from the loss of a cherished pet.” He does so because these are two areas where the support system is likely to be weaker than it would in divorce or the death of a spouse. Friends and bosses too often think that the heartbroken one should get over it and move on, long before the debilitation has lifted. If part of this book aims to underscore the seriousness of heartbreak, so that society at large may take it more seriously and extend more compassion, the self-help component suggests that there is plenty the victim can do to avoid prolonging the agony. Winch finds parallels between heartbreak and addiction, how wallowing in them can be so devastating to our well-being, how we continue to obsess over something that does us no good, how the vicious cycle perpetuates itself. “If your heart is broken, it will definitely take time to heal,” he writes. “But…how much time is up to you.” Winch advises shortening the period of rumination by practicing mindfulness and letting go. The narrative transitions between losing a romantic partner and losing a pet can seem awkward and strained (separate chapters might have been better), but the pain and the cure for both can seem very much the same.
A good starting point for anyone who wants to check out of the Heartbreak Hotel.Pub Date: Feb. 13, 2018
ISBN: 978-1-5011-2012-1
Page Count: 128
Publisher: TED/Simon & Schuster
Review Posted Online: Nov. 21, 2017
Kirkus Reviews Issue: Dec. 15, 2017
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
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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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