A somewhat diluted discourse on how modern technology continues to reshape and revolutionize the contemporary workplace.
As founders of web-based collaboration software company 37signals, Fried and Hansson (Rework, 2010) are aggressive promoters of the work-from-home employment model, a subject they feel is responsible for a “heated global conversation.”
Drawing on their experience as technologically savvy trailblazers, the authors outline the problematic nature of the hyperactive corporate office environment (“interruption factories”) versus productive, home-based aloneness. Using their software company as a prime example, the authors detail the many ways a “distributed workforce” is becoming the true future of the 9-to-5 office and hardly the “outsourcing” movement many compare it to. Still, the at-home environment has its own set of obvious distractions, from “cabin fever” to immobility and social deprivation. The authors assume that the responsible, professional telecommuting workforce will surely avoid these hazards by taking full advantage of newer innovations like file-sharing software and real-time communication tools and use a graduating scale of urgency and importance with regard to pending tasks. They also recommend interactive, company-specific chat rooms for telecommuters who miss the interpersonal “mindless breaks” enjoyed by those in the physical office. Obviously not applicable to every work environment, the book applies strategies and guidance to corporate sectors where telecommuting would have the most positive effect on employees and company overhead. Fried and Hansson stand firm in their assertion that working remotely increases productivity for business operations, but their book, while congenial and galvanizing in tone, unevenly favors the positive aspects of the telecommuting experience. The brevity of their take on the subject and the cartoonish graphics also tend to vitiate its credibility. Overall, however, Fried and Hansson present a convincing, if imbalanced, argument in favor of remote production, provided those embarking on it carefully skirt the pitfalls of a lifestyle that is technologically dependent and at the mercy of daily personal distraction.
A somewhat diluted discourse on how modern technology continues to reshape and revolutionize the contemporary workplace.Pub Date: Oct. 29, 2013
ISBN: 978-0-8041-3750-8
Page Count: 256
Publisher: Crown Business
Review Posted Online: Sept. 29, 2013
Kirkus Reviews Issue: Oct. 15, 2013
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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