A clear and cogent assessment of how the nation’s central bank might be reformed.
A study of the role of the increasingly powerful Federal Reserve in fostering economic inequality.
Menand, a law professor and former Treasury official, explores the ballooning influence of the nation’s central bank. In tracing the consequences of this expansion of authority, he focuses on the institution’s response to two watershed events: the 2008 financial meltdown and the Covid-19 pandemic. As the author explains, the Fed’s ability to address these challenges was complicated by the deregulation of the banking industry over the last several decades and the rise of alternative forms of currency, and it responded by intervening in the economy in ways that deviate strikingly from its original mandate. The Fed now “fight[s] persistent economic and financial crises by using its balance sheet like an emergency government credit bureau or national investment authority—creating new money to backstop financial firms, expand financial markets, and invest in businesses and municipalities.” Menand makes a persuasive case that the Fed’s escalating interventions, which lack political oversight and are heavily influenced by wealthy stakeholders, have a direct and significant bearing on how the nation’s democracy functions. Current stimulus efforts—including so-called QE Infinity, the theoretically endless acquisition of assets—clearly benefit those who hold sizable financial assets, further polarizing the nation’s economic inequality. Menand’s recommendations point to a larger role for Congress in guiding the Fed along with the creation of so-called “automatic stabilizers,” which would take effect without special congressional directives. Another proposal is stricter supervision of “unregulated private money,” including cryptocurrencies, which pose a grave risk, Menand rightly points out, to the government’s ability to control the economy. He argues persuasively that major restructuring of the Fed would alter the “balance of power between the financial sector and the government so that our system is efficient, equitable, and inclusive.”
A clear and cogent assessment of how the nation’s central bank might be reformed.Pub Date: May 10, 2022
ISBN: 978-1-73591-370-4
Page Count: 180
Publisher: Columbia Global Reports
Review Posted Online: Feb. 28, 2022
Kirkus Reviews Issue: March 15, 2022
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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