Cautionary—perhaps alarmist—but full of sound advice on how to dodge falling chunks of sky and how to replace them when the...
The economics editor of Business Week forecasts the “good chance” of a “New Economy bust.”
If the sky is indeed falling, Mandel (The High-Risk Society, 1996) comes with somewhat more credible credentials than Chicken Little—and offers advice more useful than “Duck!” He is not encouraged by the “longest period of uninterrupted growth in U.S. history” that occurred between March 1991 and February 2000. Instead, he is convinced that “the market will sour over time” and warns that “when a downturn starts, watch out.” He also provides a date for the birth of what he calls the New Economy—August 9, 1995 (the day Netscape went public). The tech boom that followed—fueled by vast amounts of venture capital and a roaring stock market (especially in tech issues)—has created a whole new set of rules and dangers. Those who have mastered the Old Economy (e.g., Alan Greenspan) must learn the new one quickly if they are to react properly to what Mandel believes is a certain financial crisis. In clear, precise, and plain language, the author describes the features of the New Economy, takes a look back at the Great Depression (which, in that particular form, “will likely never happen again”), and then tries to imagine what a new depression will look like. He believes that innovation is the key to the New Economy and worries that if the Fed continues to slow the stock market and discourage borrowing (as it has been by adjusting interest rates upward), then there will be less capital to invest in start-ups, less willingness to take risks, and a good chance that the economy will crack as entrepreneurs and small companies will no longer find funding and thus be unable to compete with their bigger, more stable rivals. Tech workers will be hit hardest.
Cautionary—perhaps alarmist—but full of sound advice on how to dodge falling chunks of sky and how to replace them when the “All Clear” is sounded.Pub Date: Nov. 15, 2000
ISBN: 0-465-04358-5
Page Count: 161
Publisher: Basic Books
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: Sept. 15, 2000
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
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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