Insightful stuff for readers immersed in the labyrinthine world of neuroscience.
How a collection of identical cells takes in information and generates intelligence.
Entrepreneur and computer engineer Hawkins’ enthusiasm comes through in TED talks and an earlier bestseller (On Intelligence, 2004), and neuroscientists take him seriously—though readers new to the subject may have a more difficult time digesting the complex information. The author focuses on the neocortex. Only mammals have one, but all animals possess a deeper “reptilian” brain designed to ensure survival and reproduction. The neocortex allows humans to “devote our lives to philosophy, mathematics, poetry, astrophysics, music, geology, or the warmth of human love, in defiance of the old brain’s genetic urging” that we should be spending time “fighting rivals and pursuing multiple sexual partners.” Hawkins adds that all thoughts and actions result from activity and the connections among neurons. Every element of intelligence—seeing, touching, language, thought—is fundamentally the same. The author’s intriguing thousand brains theory maintains that identical structures called “reference frames” occur throughout the neocortex. All take in sensory information “to model everything we know, not just physical objects,” and “all knowledge is stored at locations relative to reference frames.” Nothing enters our skull but electrical spikes, so this model is a simulation. It’s usually accurate, but humans perceive lots of nonsense and false beliefs, which have become threats to our long-term survival. Modern life remains a battle between the neocortex (knowledge) and the old brain (competition, survival). Usefully, Hawkins then applies his theory to machine intelligence. Computers store knowledge but lack reference frames and the ability to model: “Nothing we call AI today is intelligent.” Humans are intelligent because we can learn to do practically anything. Computers do one thing, although they do it far better than humans. There is no “deep learning,” only access to immense amounts of data, and future intelligent machines will be more like humans, and “success…could be a machine that has the abilities of a five-year-old child.” Richard Dawkins provides the foreword.
Insightful stuff for readers immersed in the labyrinthine world of neuroscience.Pub Date: March 2, 2021
ISBN: 978-1-5416-7581-0
Page Count: 288
Publisher: Basic Books
Review Posted Online: Dec. 14, 2020
Kirkus Reviews Issue: Jan. 1, 2021
BOOK REVIEW
SEEN & HEARD
Alternately admiring and critical, unvarnished, and a closely detailed account of a troubled innovator.
A warts-and-all portrait of the famed techno-entrepreneur—and the warts are nearly beyond counting.
To call Elon Musk (b. 1971) “mercurial” is to undervalue the term; to call him a genius is incorrect. Instead, Musk has a gift for leveraging the genius of others in order to make things work. When they don’t, writes eminent biographer Isaacson, it’s because the notoriously headstrong Musk is so sure of himself that he charges ahead against the advice of others: “He does not like to share power.” In this sharp-edged biography, the author likens Musk to an earlier biographical subject, Steve Jobs. Given Musk’s recent political turn, born of the me-first libertarianism of the very rich, however, Henry Ford also comes to mind. What emerges clearly is that Musk, who may or may not have Asperger’s syndrome (“Empathy did not come naturally”), has nurtured several obsessions for years, apart from a passion for the letter X as both a brand and personal name. He firmly believes that “all requirements should be treated as recommendations”; that it is his destiny to make humankind a multi-planetary civilization through innovations in space travel; that government is generally an impediment and that “the thought police are gaining power”; and that “a maniacal sense of urgency” should guide his businesses. That need for speed has led to undeniable successes in beating schedules and competitors, but it has also wrought disaster: One of the most telling anecdotes in the book concerns Musk’s “demon mode” order to relocate thousands of Twitter servers from Sacramento to Portland at breakneck speed, which trashed big parts of the system for months. To judge by Isaacson’s account, that may have been by design, for Musk’s idea of creative destruction seems to mean mostly chaos.
Alternately admiring and critical, unvarnished, and a closely detailed account of a troubled innovator.Pub Date: Sept. 12, 2023
ISBN: 9781982181284
Page Count: 688
Publisher: Simon & Schuster
Review Posted Online: Sept. 12, 2023
Kirkus Reviews Issue: Oct. 15, 2023
BOOK REVIEW
BOOK REVIEW
BOOK REVIEW
BOOK TO SCREEN
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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