Bond renders a worthwhile subject into entertaining, informative reading.
London-based writer Bond wades into the murky reaches of the human psyche in this exploration of how other people’s opinions shape our behaviors and attitudes.
Combining decades of experimental research by social scientists with summaries of historical events, the author presents an analysis of how peer pressure, groupthink, heroism, evil, extreme environments and isolation all affect our actions. Bond begins by explaining why it is natural for humans to want to be part of a group. He goes on to define social mimicry and looks at how this mirroring of body language, and even moods, “helps us understand other people’s minds.” The author notes the importance of caution and protecting yourself when making decisions in today’s wired environment, with its vivid imagery and continuous “information cascade.” Bond also discusses how group dynamics and perceptions affect those individuals who are perceived as the “Other,” especially during times of stress or threat to the in-group, such as the months and years following 9/11. The author cites research exploding the theory of the madness of the mob, and he relates how this idea has been employed throughout history for political ends. Bond chronicles how authority, peer pressure and the environment can combine in dreadful ways, producing truly evil behavior such as that of Adolf Eichmann during World War II. The author recounts the shocking results obtained by Stanley Milgram during his infamous experiments conducted at Yale University during the 1960s, illustrating how important context is to how people behave. Bond devotes the concluding portion of the narrative to understanding human behaviors during and after prolonged solitary confinement or an extended solo stretch in a harsh environment such as the Arctic. “We can learn as much by looking at what happens to us when others are not there,” he writes, “when we are forced to get by on our own.”
Bond renders a worthwhile subject into entertaining, informative reading.Pub Date: March 17, 2015
ISBN: 978-1-78074-653-1
Page Count: 300
Publisher: Oneworld Publications
Review Posted Online: Dec. 20, 2014
Kirkus Reviews Issue: Jan. 1, 2015
BOOK REVIEW
BOOK REVIEW
BOOK REVIEW
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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