Drawing on extensive experience and illustrative examples, Nobel offers practical remedies to a fundamental social problem.
An exploration of creative expression as a powerful response to the epidemic of loneliness.
Loneliness underpins a whole range of personal and social ills, writes Nobel, a physician and public health practitioner who has been working on the issue for many years. The lockdowns and distancing of the Covid-19 era crystalized the problem, but it had begun well before 2020 and continues to build even as the pandemic recedes. Loneliness, defined as a subjective gap between the level of human connection one has and the level they feel they need, has profound effects on mental and physical health. "Loneliness won’t just make you miserable," writes the author. "It can kill you." It is often at the heart of suicides, substance abuse, and mass shootings. Nobel digs into the root causes, exploring community breakdown stemming from economic dislocation. The rise of social media, which can give the illusion of connection while driving people into isolation, is also a major factor—although used the right way, it can be a powerful tool for positive interaction. Nobel, who directs an organization called Project UnLonely, suggests a range of remedies, many of them centered around making art, often in a group setting. Creative expression can provide a path to connection and a sense of hope for the future. The quality of the art, whether painting or poetry, is not important; what matters is the sense of communication and sharing with others. “I can’t say for certain that replacing time spent online with time spent in creative “time wasting” will make you less anxious and more connected,” writes the author. “But I do know that ten minutes writing a haiku is likely to be time better spent then ten minutes doom scrolling your Instagram feed.” The author provides useful answers and a path forward for many people who need one.
Drawing on extensive experience and illustrative examples, Nobel offers practical remedies to a fundamental social problem.Pub Date: Oct. 3, 2023
ISBN: 9780593191941
Page Count: 288
Publisher: Avery
Review Posted Online: May 27, 2023
Kirkus Reviews Issue: July 1, 2023
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
IN THE NEWS
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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