A thoughtful if somewhat pat guide to focusing on resilience strategies.
Pelletier presents a comprehensive plan for avoiding burnout and enhancing well-being in this self-help guide.
“We don’t want an unrealistic plan that does not get implemented; we want a realistic plan that you start on today,” writes the author, a mental health expert, in her nonfiction debut. “Done is better than perfect, and when it comes to implementing changes and building self-efficacy, this is even more true.” She observes that most business leaders (her clear target audience) consider themselves tough, resilient people, and points out how dangerous this kind of thinking can be—specifically, how easily it can lead to burnout (Pelletier notes that pre-Covid-19 studies showed that only 8% of the working population took advantage of their corporate employers’ employee and family assistance programs). Productive, resilient people can’t just wing it, the author asserts; they need a strategy, and she provides one in these pages, built around a four-part framework that directs readers to consider the sources of their energy, assess the demands upon it, manage a balance according to values, and to contour the whole process to a specific context. Each chapter contains ample bullet points and “questions for reflection” designed to help readers along the process. Pelletier’s consistent tone of pragmatic optimism very effectively seeds the ground to make the goals outlined in her Daily Resilience Planner seem entirely within reach. Her frequent reminders to her readers that their foremost obstacles come from within (“unhelpful thoughts eat your best intentions for breakfast,” she writes) are a welcome change from the modern emphasis on external factors. The text clearly and forcefully lays out helpful strategies for extracting contentment from a day that pulls one in a dozen different directions, encouraging readers to take such mind-clearing measures as going on a short walk and pausing for a couple of minutes before tucking in to a meal. Advice like this, although familiar, is valuable.
A thoughtful if somewhat pat guide to focusing on resilience strategies.Pub Date: Feb. 6, 2024
ISBN: 9781774583661
Page Count: 216
Publisher: Page Two
Review Posted Online: Nov. 9, 2023
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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