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WHAT WOULD THE GREAT ECONOMISTS DO?

HOW TWELVE BRILLIANT MINDS WOULD SOLVE TODAY'S BIGGEST PROBLEMS

A pleasure for the fiscally minded and a good introduction to applied economics for readers with a smattering of theory.

Invisible hand, meet trickle-down: a lightly learned but deep-reaching look at classic economic problems through the lens of classical economics.

Business schools across the land teach a set of canonical precepts: The free market is good and self-correcting, corporations have the sole duty of maximizing return for shareholders, and commerce is indifferent to larger matters of ethics. But are all those points true? Also, are they useful in addressing obdurate problems that seem custom-coined for our time, such as, in the face of economy-must-grow models, the future seems the province of low productivity and lower expansion? Enter BBC broadcaster and Oxford economist Yueh (China's Growth: The Making of an Economic Superpower, 2013, etc.), who turns to Robert Solow, “the author of the workhorse of economic growth models,” for guidance. She also goes against Solow and on to the ground of endogenous growth theory but returns with a humane prescription: Just as Solow located growth in, among other things, how workers are treated, maybe we can learn to retool. (Yueh adds that Solow, still at work in his 90s, also counsels relaxing some: “learning to adjust, to adapt, is not a bad thing for economists to learn.”) And what of quantitative easing in recessive economies? Well, throw Keynes into the mix, then see what Milton Friedman would say about whether increasing the monetary supply is the right thing to do. Concludes Yueh, with sidestepping befitting a careful economist, “it’s fair to say the jury is largely still out.” The author, who once ran for Congress as a kind of made-for-TV thought experiment, has solid, interesting things to say about globalization, human capital, and kindred matters and a correct sense for which economist to bring to the problem at hand, whether Paul Samuelson (“the last of the great general economists”) or Alfred Marshall, the anti-socialist who still supported redistribution—with qualifications.

A pleasure for the fiscally minded and a good introduction to applied economics for readers with a smattering of theory.

Pub Date: June 5, 2018

ISBN: 978-1-250-18053-7

Page Count: 352

Publisher: Picador

Review Posted Online: April 10, 2018

Kirkus Reviews Issue: May 1, 2018

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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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