An educator takes issue sharply with the currently popular notion that the first three years of life are crucially important for optimal brain development. Bruer, president of the James S. McDonnell Foundation, which funds research in mind, brain, and education, examines how folk beliefs about child development (as the twig is bent, etc.) became wedded to brain science. This union has, he asserts, led to what he calls the Myth, spread by the Carnegie Corporation’s reports Years of Promise and Starting Points, the 1997 White House Conference on Early Childhood Development and Learning, and the Rob Reiner Foundation’s I am Your Child public education campaign; these reports, he claims, are producing undue anxiety in parents and mistaken public policy. Bruer warns that when policymakers adopt the belief that only in the first three years of a child’s life can any real differences be made, programs to help older children and adults are threatened. According to the Myth, that brief period, when the brain is rapidly forming synapses connecting nerve cells, provides a critical window of opportunity in which enriched environments and increased stimulation can help children build better brains. Advocates of the Myth, charges Bruer, have oversimplified and misinterpreted what neuroscience has revealed about synapse formation, critical periods, and enriched environments. Bruer looks at the research in these three areas, examines their implications for early childhood education, and concludes that research findings do not support the Myth. In his closing chapter he has reassuring advice to concerned parents of young children (stop worrying, but do see any vision or hearing problems are fixed promptly) and some stern counsel for the rest of us: be highly skeptical of any claims that human beings do not continue to learn and benefit from their experiences throughout life. In other words, abandon the Myth. Bruer has fired a well-loaded gun across some establishment bows. (For a different look at learning in the first three years, see Alison Gopnik et al., The Scientist in the Crib, p. TKTK.)
Pub Date: Sept. 1, 1999
ISBN: 0-684-85184-9
Page Count: 256
Publisher: Free Press
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: July 1, 1999
BOOK REVIEW
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
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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