A skillfully written self-help work that takes an offbeat approach to its subject.
A psychologist uses ancient Greek goddesses as archetypes of human behavior.
In this debut psychology book, Escher applies the concept of Jungian archetypes to a collection of classical deities, specifically aiming to explain to female readers how their inner Athena, Aphrodite, Hera, and Demeter shape their behaviors and emotions. Persephone, for instance, “finds the seeds of strength in the victim’s story,” while Artemis “wastes no time with emotional pirates.” Escher illustrates the archetypes with her own stories from more than three decades of work as a therapist, showing how various traits can help or hinder women throughout their lives: “Don’t think for one minute that once you make the changes you need to make for yourself that everyone will cheer.” In the book’s construction of the archetype concept, a woman may embody some or all of the goddesses’ characteristics at different times and benefit from understanding the strengths and weaknesses of each one. Over the course of the book, Escher does an excellent job of connecting archetypal characteristics to specific actions and beliefs, and she shows how a woman’s embrace of archetypes can have wide-ranging implications in her life. Each chapter includes questions for reflection, designed to help readers understand the role of archetypes in her own life. In the book’s final section, Escher tells her own story, describing “the highlights and low points of my life as the goddess archetypes had their way with me” and how she has learned from her experiences and developed a deeper understanding of herself.
Escher is a strong writer, and as a result, her book is highly readable and often amusing, as when she notes that “Hera was the switchboard operator who scheduled my wifely duties.” Her evident passion for the archetype concept and her confidence in its viability gives her prose a sense of power and authority throughout. Readers who are interested in exploring their inner selves will find useful tools for self-assessment in this book. It does have its limitations, however; with the exception of portions of the chapter on Artemis, Escher often addresses the book to a heterosexual audience, as when she writes, “A creative man is thrilled to have an Aphrodite woman like you in his life, a true mirror of his anima.” There are also several minor errors, such as a conflation of the stories of Sleeping Beauty and Snow White and occasional misspellings (“Alpha Romero”; “Kathryn Hepburn”); these are distracting, but they don’t ultimately detract from the book’s overall message. It’s evident that Escher has thought deeply about the archetypes that she discusses, and that she draws on a substantial reservoir of experience and study in the field of psychology. Readers familiar with New Age–style self-help texts, in particular, will likely find its approach to self-knowledge effective and illuminating, and its frequent questions will inspire productive discussion. Those searching for a female-centered, intuition-driven approach to understanding relationships, decision-making, and emotions will find it useful.
A skillfully written self-help work that takes an offbeat approach to its subject.Pub Date: July 15, 2019
ISBN: 978-0-578-49628-3
Page Count: 194
Publisher: Self
Review Posted Online: May 13, 2020
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
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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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