Shenk's inclusion of fascinating biographical material enlivens his provocative thesis on the genesis of creative innovation.
Shenk (Lincoln's Melancholy: How Depression Challenged a President and Fueled His Greatness, 2005, etc.) debunks “the myth of the lone genius [that] has towered over us like a colossus” and its counterpart, “the most common alternative [that]…locates creativity in networks.”
The author admits that he was drawn to the topic by his own sense of isolation. In his view, creative partnerships share some features of romantic couples and may have an erotic component—e.g., the relationship between the famous Russian-American choreographer George Balanchine, who brought the artistry of the Ballets Russes to America, and his protégé Suzanne Farrell—but their main purpose is the creative work they share. Shenk ranges over a large territory encompassing the partnerships of Charlie Munger and Warren Buffett (who collaborate on investment decisions), Daniel Kahneman and Amos Tversky (joint creators of the field of behavioral economics), Facebook CEO Mark Zuckerberg and COO Sheryl Sandberg, poet William Wordsworth and his sister Dorothy (whose journals provided material for his poems), and many others. However, the core of the book is the relationship between Paul McCartney and John Lennon, who not only founded the Beatles, but whose songwriting collaboration changed the landscape of pop music. The author uses the evolution of their partnership, which began in 1957 when they met in Liverpool, to illustrate many of his themes. These include the shared interests and backgrounds that bring two people together, the development of trust as their collaboration deepens and the complementarity of their roles even to the point of rivalry. In many instances, one member of the pair may appear to dominate, but both have essential roles—e.g. in their comic duo, buffoon Lou Costello got the biggest laughs, but straight man Bud Abbott was “the head guy.”
Shenk's inclusion of fascinating biographical material enlivens his provocative thesis on the genesis of creative innovation.Pub Date: Aug. 5, 2014
ISBN: 978-0-544-03159-3
Page Count: 336
Publisher: Eamon Dolan/Houghton Mifflin Harcourt
Review Posted Online: May 31, 2014
Kirkus Reviews Issue: June 15, 2014
BOOK REVIEW
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
If the authors are serious, this is a silly, distasteful book. If they are not, it’s a brilliant satire.
The authors have created a sort of anti-Book of Virtues in this encyclopedic compendium of the ways and means of power.
Everyone wants power and everyone is in a constant duplicitous game to gain more power at the expense of others, according to Greene, a screenwriter and former editor at Esquire (Elffers, a book packager, designed the volume, with its attractive marginalia). We live today as courtiers once did in royal courts: we must appear civil while attempting to crush all those around us. This power game can be played well or poorly, and in these 48 laws culled from the history and wisdom of the world’s greatest power players are the rules that must be followed to win. These laws boil down to being as ruthless, selfish, manipulative, and deceitful as possible. Each law, however, gets its own chapter: “Conceal Your Intentions,” “Always Say Less Than Necessary,” “Pose as a Friend, Work as a Spy,” and so on. Each chapter is conveniently broken down into sections on what happened to those who transgressed or observed the particular law, the key elements in this law, and ways to defensively reverse this law when it’s used against you. Quotations in the margins amplify the lesson being taught. While compelling in the way an auto accident might be, the book is simply nonsense. Rules often contradict each other. We are told, for instance, to “be conspicuous at all cost,” then told to “behave like others.” More seriously, Greene never really defines “power,” and he merely asserts, rather than offers evidence for, the Hobbesian world of all against all in which he insists we live. The world may be like this at times, but often it isn’t. To ask why this is so would be a far more useful project.
If the authors are serious, this is a silly, distasteful book. If they are not, it’s a brilliant satire.Pub Date: Sept. 1, 1998
ISBN: 0-670-88146-5
Page Count: 430
Publisher: Viking
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: July 15, 1998
BOOK REVIEW
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