An earnest guide to forming new thought behaviors built on familiar concepts.
Getty challenges readers to eliminate their unhelpful thoughts in this motivational guide.
Everyone overthinks things sometimes, but shutting down repetitive thoughts is easier said than done. When left to run amok, these unwanted cognitions can have a serious negative impact on one’s quality of life. While mindfulness techniques might quiet the chatter temporarily, they may not, on their own, eliminate the root of the problem. “What’s commonly labeled as ‘overthinking’ is actually unproductive thinking,” explains Getty, an entrepreneur and researcher, in her introduction. “And the goal isn’t to stop our thoughts, it’s to make them more productive.” According to the author, productive thoughts are those that align with a person’s values and goals. With this book, Getty aims to help readers to recognize unproductive thoughts, including root causes like an inflexible mindset, self-defeating habits, and low self-confidence. As a remedy, the author offers her 7 Rules of Productive Thinking, a list of affirmation-like perspectives that readers are encouraged to adopt to “unlearn” unproductive thought processes and replace them with productive ones. Rule Four, “I Can Reject What Others Think,” for example, helps readers to place the opinions of others in their rightful context, evaluating them on their merits rather than blindly accepting them as truths. Each rule comes with a list of exercises to ease readers into the habit. The book concludes with several worksheets for readers to practice the ICE method (Identify, Challenge, Evaluate) in various scenarios. Getty is a clear and succinct writer, communicating ideas with minimal jargon. She admits to having no medical license, which she does not view as a limitation. (Her author’s note recounts the time she was criticized in a weekly Zoom meeting for entrepreneurs about her lack of qualifications, which she conveniently dismisses as an example of negative thinking.) Though the book does have some useful methods, they mostly seem recycled from cognitive behavioral therapy. In such a crowded field, this slim volume fails to persuade readers that it has anything new to offer.
An earnest guide to forming new thought behaviors built on familiar concepts.Pub Date: April 9, 2024
ISBN: 9798990026612
Page Count: 149
Publisher: The Thought Method Co
Review Posted Online: Feb. 10, 2026
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
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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