An authoritative account of our “shared,” increasingly interdependent human journey.
In this history of the stages of globalization since the first foraging bands of humans, Sachs shows how the “rising scale of global interactions” has led to the crises of the 21st century—and what can be done.
“Humanity has always been globalized,” writes the author, as a result of the interplay of physical geography (climate, etc.), technology (systems of production), and institutions (from politics to cultural ideas). At each stage, humans have become more aware of and dependent on the wider world. By examining how interactions occur and how changes in one region affect another, we can learn lessons for today. The author’s scholarly overview, based on lectures given at Oxford University in 2017, identifies seven ages of globalization and explains how each prompted “scale-enlarging transformations.” Humanity progressed from foraging (Paleolithic Age) to farming (Neolithic) to horse power (Equestrian) to empire-building (Classical) to oceangoing vessels and the birth of global capitalism (Ocean) to the creation of the modern world (Industrial Age) to the present Digital Age. Sachs captures defining aspects of each age: The horse, for example, “offered the speed, durability, power, and intelligence to enable breakthroughs in every sector of the economy”; empire-building signaled “a new ethos of greed”; capitalist globalization of the 1500s sparked a “ruthless, violent” economic system. By the Industrial Age, most people remained poor and never traveled from their birthplace. “Most economic and demographic change,” writes Sachs, “has occurred…during the past two hundred or so years of our roughly three hundred thousand years as a species.” In 2020, with world population at 7.7 billion and rising at 70 million per year, the Digital Age faces “challenges of inequality, environmental crisis, and the fragility of peace” that cry out for “a new era of cooperation at the global scale” and the precepts of sustainable development.
An authoritative account of our “shared,” increasingly interdependent human journey. (maps, charts, graphs)Pub Date: June 2, 2020
ISBN: 978-0-231-19374-0
Page Count: 288
Publisher: Columbia Univ.
Review Posted Online: March 2, 2020
Kirkus Reviews Issue: April 1, 2020
BOOK REVIEW
BOOK REVIEW
BOOK REVIEW
The author's youthfulness helps to assure the inevitable comparison with the Anne Frank diary although over and above the...
Elie Wiesel spent his early years in a small Transylvanian town as one of four children.
He was the only one of the family to survive what Francois Maurois, in his introduction, calls the "human holocaust" of the persecution of the Jews, which began with the restrictions, the singularization of the yellow star, the enclosure within the ghetto, and went on to the mass deportations to the ovens of Auschwitz and Buchenwald. There are unforgettable and horrifying scenes here in this spare and sombre memoir of this experience of the hanging of a child, of his first farewell with his father who leaves him an inheritance of a knife and a spoon, and of his last goodbye at Buchenwald his father's corpse is already cold let alone the long months of survival under unconscionable conditions.
Pub Date: Jan. 16, 2006
ISBN: 0374500010
Page Count: 120
Publisher: Hill & Wang
Review Posted Online: Oct. 7, 2011
Kirkus Reviews Issue: Jan. 15, 2006
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
© Copyright 2024 Kirkus Media LLC. All Rights Reserved.
Follow
Popular in this Genre
We can’t wait for you to join Kirkus!
It’s free and takes less than 10 seconds!
Already have an account? Log in.
OR
Sign in with GoogleTrouble signing in? Retrieve credentials.
Welcome Back!
OR
Sign in with GoogleTrouble signing in? Retrieve credentials.
bookshelf
