by Jane McGonigal ‧ RELEASE DATE: March 22, 2022
A wealth of interesting ideas combined with practical guidance for new thinking.
A fascinating book about how the future does not have to be an undiscovered country.
McGonigal, a future forecaster, game designer, and bestselling author of Reality Is Broken and Superbetter, firmly believes that it is possible to consider the possibilities of the future in a systematic, disciplined way, and her narrative draws on a large body of personal experience, research studies, and knowledge gleaned from her work as a game designer. A good place to start is to imagine the world at a specific future date; McGonigal suggests that 10 years from now is often appropriate. Some things might be the same, and others might be different; the issue is how the pieces will fit together. There are several levels to think about, ranging from the impact on one’s life to the broader social picture. This process can be the basis for more serious modeling to determine the challenges and opportunities of the imagined future and what might happen on the way there. Some changes can begin small and grow into revolutions: Think about how the internet started, for example, and then how it grew to dominate our lives. McGonigal sets out a number of ways to detect emerging trends and then extrapolate them. Her case study on the impact of facial recognition software is particularly interesting—and a little scary. But she emphasizes that you should allow yourself, when constructing an imagined future, to be a bit ridiculous. In fact, the more detail you add, the less crazy the scenarios will seem. Some of the games she describes are for individuals, and some are for groups; the latter can be useful for team bonding, generating ideas, and, of course, having fun. The author includes a number of scenarios as the basis of gaming and discussion, but many readers will find that making up their own is more enjoyable and productive.
A wealth of interesting ideas combined with practical guidance for new thinking.Pub Date: March 22, 2022
ISBN: 978-1-954118-09-6
Page Count: 432
Publisher: Spiegel & Grau
Review Posted Online: Jan. 10, 2022
Kirkus Reviews Issue: Feb. 1, 2022
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by Daniel Kahneman ‧ RELEASE DATE: Nov. 1, 2011
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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by Erin Meyer ‧ RELEASE DATE: May 27, 2014
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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