Of some interest to budding artists, filmmakers and the like, but not particularly useful at that.
What brings on an idea? How does an artist make art, a designer a sketch, a writer a sentence? You won’t find out in these brief profiles from Studio 360, though the book is not entirely without merit.
Host Burstein’s book bears an unfortunate subtitle that promises what it does not deliver, for which see, most recently, Steven Johnson’s excellent Where Good Ideas Come From (2010). Instead, the book gathers what might be thought of as show notes, bits and pieces of what can sometimes seem a free-form exercise—for, as Burstein allows, the show ranges from talking with “Nora Ephron about cooking, and with Susan Sontag about war; with Rosanne Cash about creative children of famous parents and with Simon Schama about the way maps help us understand the world.” The roster of talent is huge, and some of the pieces are appropriately memorable, as when the artist Chuck Close, now confined to a wheelchair, recounts his adventures experimenting with the perspectival grid in order to upend the brain’s expectations, and when sound designer Ben Burtt discusses doing much the same with “tones and beeps and whistles and static,” the stuff that populates the soundscapes of Star Wars and WALL-E. Alexander Payne, the director of such offbeat fare as About Schmidt and Election, discusses the freedom brought about by shooting a Hollywood movie on familiar turf—in his case, Omaha. Photographer David Plowden recalls an early encounter with the Great Plains, where, he discovered, “[t]here was nothing to hold on to.” Unfortunately, too many of the pieces are merely anecdotal snippets a couple of pages long, without development, connection. or follow-up. We learn nothing from actor Kevin Bacon’s revelation that as a child he was encouraged to make model houses out of Elmer’s glue and matchsticks, or from the aforementioned Ms. Cash’s recollections of her father’s (Johnny, that is) encouragement, for the elaboration of which see the liner notes to her recent album The List or her outstanding memoir Composed (2010).
Of some interest to budding artists, filmmakers and the like, but not particularly useful at that.Pub Date: Feb. 15, 2011
ISBN: 978-0-06-173231-7
Page Count: 272
Publisher: Harper/HarperCollins
Review Posted Online: Dec. 2, 2010
Kirkus Reviews Issue: Dec. 1, 2010
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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