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The Journey of Not Knowing

HOW 21ST CENTURY LEADERS CAN CHART A COURSE WHERE THERE IS NONE

A largely involving story-oriented breakdown of how to chart a steady managerial course in uncharted territory.

Benezet offers a management handbook geared toward the unconventional in the modern business world.

In her nonfiction debut, Benezet, a consultant and executive coach, takes an unusual approach to laying out a broad selection of business-manual maxims about flexible thinking, team building, and workplace productivity. A great portion of her book takes the form of stories about a fictional company called “Arrow, Inc.,” its bosses, and its employees. Her main topic is mapping the ways that individual behaviors and complex interactions can create blind spots and unanticipated “box canyons.” After an opening section, in which Benezet very amusingly tells some anecdotes from her years as a manager at Amazon.com, she addresses the problems that Arrow employees face in dealing with a particularly important client. It’s a risky tactic, as it shifts much of the book’s performance from the author’s skill at distilling business-world lessons from her own extensive experience to her talent for writing fiction. But it’s a choice that largely works, and readers will likely be interested in the Arrow workplace adventures. However, business students, who likely make up a significant part of the book’s target audience, may find the concluding sections more to their liking, as they revert to more standard management-handbook exposition. In those parts, Benezet makes crystalline sense; for example, she writes relatively early on that it’s more important than ever for managers to know themselves—to know, as she puts it, “who you are and for what you stand” in a world of shifting expectations and constantly looming unknowns. This idea is related to the “core drivers” of her book, concentrated in the “Core Four” components (“Bigger Bets,” “The Risks of the Unknown,” “Hooks,” and “Drivers”) that deal with “the relationship between leadership and the unknown,” which she explains in a later section. In her explorations of these components, Benezet is at her most authoritative.

A largely involving story-oriented breakdown of how to chart a steady managerial course in uncharted territory.

Pub Date: Sept. 14, 2016

ISBN: 978-0-9978139-0-6

Page Count: 266

Publisher: Morton Hill Press

Review Posted Online: Nov. 11, 2016

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THINKING, FAST AND SLOW

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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THE CULTURE MAP

BREAKING THROUGH THE INVISIBLE BOUNDARIES OF GLOBAL BUSINESS

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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