Intensive, exemplary reportage on a controversial industry cloaked in scandal.
A deep investigative dive into the electronic cigarette behemoth.
In this riveting exposé, Time health and science journalist Ducharme chronicles the history and problematic future of Juul, which quickly rose to prominence after a series of missteps. She profiles friends and former smokers James Monsees and Adam Bowen, who, during a 2005 Stanford product-design program, sought to develop an alternative to traditional tobacco-burning cigarettes. Focusing on harm reduction, they positioned their prototype as a way to “improve the lives of adult smokers” by helping them transition to the supposed safety of vaporizing pens, which heat a liquid but avoid combustion. Piggybacking on lessons from earlier, less-successful vaping devices, Monsees and Bowen, aided by Japanese investors, laid the groundwork for a successful venture—but not without a host of problems that did not go unnoticed by the Food and Drug Administration and would reemerge later to cloud their success. With briskly paced writing, Ducharme details the “buzz-testing” conducted by Juul employees to gauge the addictive potency of the nicotine formulations in the vape pods and how the “cool kids”–friendly product marketing campaign became “the company’s religion.” As the author writes, "more news stories suggested that Juul had torn a page from the Big Tobacco playbook and purposely hooked teenage customers for profit." By 2015, Juul vaporizers were widespread, and the company started to record significant profits. However, when reports of underage users emerged, Juul dispatched representatives to schools to warn about the dangers of nicotine, “sprinkling in references to how safe Juul was and how it was going to get FDA approval any day now.” Juul then partnered with big tobacco corporation Altria, and the emergence of a mysterious pulmonary illness ignited anti-vaping activists and public health watchdogs. In the wake of hundreds of lawsuits set to hit courtrooms in 2022, both Monsees and Bowen have “abandoned ship.” Based on dozens of interviews with former employees, investors, doctors, and researchers, this well-rounded journalistic narrative is consistently informative and alarming.
Intensive, exemplary reportage on a controversial industry cloaked in scandal.Pub Date: May 25, 2021
ISBN: 978-1-250-77753-9
Page Count: 336
Publisher: Henry Holt
Review Posted Online: April 13, 2021
Kirkus Reviews Issue: May 1, 2021
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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