An inspiring argument for sharing the joys of reading.
How reading aloud confers cognitive, emotional, and social benefits.
In her heartfelt first book, Gurdon, children’s book reviewer for the Wall Street Journal, makes an earnest, but unfortunately repetitive, case for reading aloud. Drawing on her experiences of nightly reading to her five children, scientific studies, interviews, and anecdotes, the author argues that when one person reads to another, “a miraculous alchemy takes place” in which “the ordinary stuff of life—a book, a voice, a place to sit and a bit of time” transforms “into astonishing fuel for the heart, the mind, and the imagination.” Children who are read to show “a quantifiable difference in brain function” compared with children deprived of this activity, according to many pediatricians. Based on such studies, the American Academy of Pediatrics concludes that reading daily to young children “stimulates optimal patterns of brain development and strengthens parent-child relationships” and, furthermore, “builds language, literacy, and social-emotional skills that last a lifetime.” Gurdon urges parents to put down phones and iPads in favor of books, underscoring the difference between listening to a story and watching it on a screen. When children follow a story on video, researchers have found “the decoupling of vision, imagery, and language.” Well-versed in children’s literature, Gurdon cites more than 100 books that have the potential to build vocabulary and impart “vicarious emotional experiences.” In The Story of Babar, for example—which takes under seven minutes to read—the child “will see tenderness and catastrophe, fear and comfort, pride and anger, death, marriage, sorrow, and joy.” Besides developing language facility, empathy, and cultural literacy, reading aloud creates a deep bond between reader and listener, sweeping them together “in a lovely neurochemical tsunami.” “When we read to other people,” she writes, “we show them that they matter to us; that we want to give our time and attention and energy in order to bring them something good.” An appendix lists six pages of suggested stories for reading aloud.
An inspiring argument for sharing the joys of reading.Pub Date: Jan. 15, 2019
ISBN: 978-0-06-256281-4
Page Count: 304
Publisher: Harper/HarperCollins
Review Posted Online: Sept. 11, 2018
Kirkus Reviews Issue: Oct. 1, 2018
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
IN THE NEWS
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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