Tonti’s insightful book shines light into the darker corners of the fashion business and points to new ways forward.
We seldom think about the origin and impact of the clothes we wear, but this well-researched book shows us why we should.
Tonti is a consultant and journalist who has worked in many parts of the global fashion industry in Melbourne, Sydney, London, and Paris, and she has seen enough to understand the numerous negative environmental effects. She believes that the fashion supply chain is a significant contributor to greenhouse gas emissions, with polyester being a particular villain. Resource waste and soil degradation are also parts of the picture. A key issue is that the fast-fashion trend has led to people buying more clothes than they need, sometimes ludicrously more. “Various reports describe how members of Gen Z refuse to re-wear an outfit once they’ve posted a photo of themselves in it on social media—the terrifying amalgamation of free market and toxic psychological forces,” writes the author. One solution is for consumers to choose clothes made from natural fibers that last longer. Individual pieces might be more expensive, but the long-term value is there. Not afraid to literally get her hands dirty, Tonti chronicles her travels around the world to find farms that are trying new methods of sustainable production. Even cotton, often seen as an environmental problem due to the amount of water it needs, can be grown sustainably with careful planning and in the right location. The author also highlights the useful work being done with cashmere, silk, and linen, and she explores the potential of hemp and new recycling systems. “For the imperiled fashion industry, regenerative agriculture presents an intriguing solution,” she notes. Refreshingly, Tonti avoids the ideological, scolding tone often used by those concerned with sustainability issues. Even more, her love of fashion and good clothes shines through, injecting the narrative with an uplifting sense of optimism and purpose.
Tonti’s insightful book shines light into the darker corners of the fashion business and points to new ways forward.Pub Date: Jan. 19, 2023
ISBN: 978-1-64283-271-6
Page Count: 240
Publisher: Island Press
Review Posted Online: Sept. 20, 2022
Kirkus Reviews Issue: Oct. 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
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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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