A combination of workbook and fable that offers managers a road map to happily-ever-after.
Apes and chimpanzees lead by example in Garcia’s (Talk to the Hand, 2012, etc.) third book on being a successful manager.
Garcia uses a tale about advanced societies of apes and chimpanzees to examine the stresses and mistakes that lead to burnout among leaders—and to offer clear ways to avoid them. Drawing on his rich experience at federal agencies and in the U.S. Air Force, the author spins a tale that begins when an ape named Charles recognizes that something is out of balance. (“I must really be worn out, Charles thought. I never fell asleep in a meeting or certainly in my office.”) A chance encounter with the giant, wise ape Gregory, leader of the Modern Jungle Construction Company, results in a tour of Gregory’s world. Here, Charles is exposed to basic concepts of good leadership, including that “A leader cannot take himself too seriously” and should say “I” only in a phrase such as, “I assume full responsibility.” Charles also discovers useful acronyms and charts gained from experience or through Edna, wise leader of the elephants. He returns home and applies his new knowledge; his success in learning to lead, delegate and plan is confirmed in an epilogue. Animal photos and GQ (Gorilla Quotient) Reflections break up the story; these help to clarify points and offer a workbooklike moment to consider the lessons and their applications for human leaders. Advice may occasionally drift toward hackneyed (“I see the future when I look into their eyes,” notes the sage Gregory), and the book has some odd phrasing (“He was always fond to see his long-standing comrade”). The overall tone, however, is knowledgeable, clear and entertaining. Those who are starting out on a leadership track or struggling to find a more humane approach to managing may be the most open to Garcia’s method and message; the more entrenched and traditional may find it less appealing.
A combination of workbook and fable that offers managers a road map to happily-ever-after.Pub Date: July 2, 2014
ISBN: 978-1458216540
Page Count: 154
Publisher: AbbottPress
Review Posted Online: Aug. 29, 2014
Review Program: Kirkus Indie
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
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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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