by Jim Rogers ‧ RELEASE DATE: Aug. 25, 2015
A passionate, but not ideological, argument that offers a practical approach to solving real problems.
The former chairman, president, and CEO of Duke Energy, the largest electric power company in the United States, argues that access to clean, sustainable electricity should be a basic human right.
Without access to electricity, education, health care, efficient farming, and development are barely conceivable. One out of every 6 people worldwide (1.5 billion total) lack any access to electricity. Another 1.5 billion have limited access. Discussing income equality, equal rights for women, and other issues without talking about electricity, writes Rogers, “is a huge blind spot.” Everyone, he insists, will benefit from dramatically reducing the use of expensive and polluting kerosene and firewood and improving health and educational levels. The primarily coal-based supply systems of North America and Western Europe, which India and China are instituting, will not provide a sustainable solution. What is needed, Rogers argues, is “a new way to deliver [electricity] that doesn't involve the heavy pollution of power plants, or the complex grid of electrical wires.” The author presents case studies from India and Africa to show how small-scale solar power and battery-storage combinations are being used to provide light and cellphone charger capabilities at the village level. Rogers also examines installer education, maintenance, and payment systems, developing the case for power generation by way of franchises and locally authorized monopolies. As he notes, for remote rural villages, central generating and long-range grid distribution are not practical. Rogers provides a comprehensive overview of sub-Saharan Africa, India, and Indonesia as potential major contributors to the needed post-coal redesign of electrical production and distribution in America and Europe. He compares fuel sources and generating technologies in light of the challenges of reducing carbon emissions and global warming, and he both points out the problems and ranks proposed solutions.
A passionate, but not ideological, argument that offers a practical approach to solving real problems.Pub Date: Aug. 25, 2015
ISBN: 978-1-137-27985-9
Page Count: 256
Publisher: Palgrave Macmillan
Review Posted Online: May 19, 2015
Kirkus Reviews Issue: June 1, 2015
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by Daniel Kahneman ‧ RELEASE DATE: Nov. 1, 2011
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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by Erin Meyer ‧ RELEASE DATE: May 27, 2014
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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