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YOUR GRASS IS GREENER

USE WHAT YOU HAVE, GET WHAT YOU WANT AT WORK AND IN LIFE

An ebullient call to improve one’s life and work by improving one’s attitude.

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Public speaker and startup advisor Silver presents a book about finding stronger personal and professional motivation.

The title of this book draws on the old saying that the grass is always greener on the other side of the fence, which observes the tendency of people to long for someone else’s version of things they themselves have—a job, a house, a lawn, or what have you. In this book, Silver concentrates mostly on the world of work, insisting that the key to job satisfaction is not a change of material circumstances but a different attitude: “The secret to better work—and a more enjoyable life as a result—is to change how you’re working.” he writes. “Using the skills you already have to improve the work you already do.” Readers crushed by overwhelming working conditions may quibble with such sentiments, but the author focuses more generally on the centrality of work in one’s personal fulfillment. He asserts that the more someone enjoys their work, the better they are at it, and the resulting joy “spills into the rest of your life.” He puts forward strategies designed to make one’s labor less stressful by making it more efficient. For instance, he looks at improving workplace communication, citing estimates that miscommunication costs the U.S. economy more than $1 trillion per year and noting, in appealingly straightforward prose, that “miscommunicating just feels bad.” He draws on his own business experiences and provides fictionalized examples, all with the aim of encouraging readers to improve their job experiences by focusing on being “the best version of yourself.”

Silver sometimes uses clichés, such as “work smarter, not harder,” but he almost always does so to interrogate them or to explode them as he presents his own strategies for improving attitudes. His ideas can be disarmingly simple, such as to simply list the job aspects that one most enjoys about one’s work, and then compare that to a list of the things that occupy the most time during the week. He presents an abbreviated version of “The Greener Grass Playbook” in these pages, which breaks down many of the book’s methods into challenges and tactics; the full playbook and other resources are available as free downloads. The playbook’s section on “How to Eliminate Miscommunication,” for instance, includes tactics that draw on his concept of “brief back,” in which one person briefly and immediately recaps something told to them by another. Silver’s prose is clear and inviting, and his essential optimism runs through the book like a bright thread. He consistently reminds readers that they have the power to change how they feel about work—not their bosses or teammates. Again, readers who deal with unreasonable bosses, co-workers, workloads, and deadlines may find these thoughts to be more aspirational than practical. But Silver’s central idea—that people don’t “get” dream jobs, but “practice” them—has an appeal that will make pronouncements such as “the more you use skills you’re already great at, the better you’ll do and feel” feel uplifting.

An ebullient call to improve one’s life and work by improving one’s attitude.

Pub Date: Sept. 3, 2024

ISBN: 9781646871667

Page Count: 250

Publisher: Ideapress Publishing

Review Posted Online: Aug. 22, 2024

Kirkus Reviews Issue: Oct. 15, 2024

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THINKING, FAST AND SLOW

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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THE CULTURE MAP

BREAKING THROUGH THE INVISIBLE BOUNDARIES OF GLOBAL BUSINESS

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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