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SAMUEL BRONFMAN

THE LIFE AND TIMES OF SEAGRAM'S MR. SAM

A fact-filled but plodding biography of Samuel Bronfman, who achieved mythic success in the North American liquor trade. Marrus (History/Univ. of Toronto) provides a wealth of background on the entrepreneurial genius who made Montreal-based Seagram a lucrative multinational enterprise. Unfortunately, his subject (whose name means ``whisky man'' in Yiddish) left almost no personal records, and despite cooperation and financial support from Bronfman's heirs, the author never quite manages to make ``Mr. Sam'' stand up on the page. To a welcome extent, though, the details of Bronfman's remarkable career sustain the lengthy narrative. The son of immigrant Bessarabian refugees, Bronfman was born during their 1889 journey to the New World, then spent a hard boyhood on Canada's western prairies. One of four brothers, he joined the family's modestly prospering hotel business, and soon sensed that there was more money in making than in serving alcoholic beverages. Accordingly, he headed east to set up shop as a distributor. Bronfman eventually became a distiller, making acquisitions on both sides of the border. Legend has it that he was a close bootlegging associate of US gangsters during the 1930's. By Marrus's convincingly documented account, however, Bronfman seems to have operated within the letter of American as well as Canadian law. At any rate, once the temperance movement lost its momentum following WW II, Bronfman's merchandising savvy enabled him to build a global empire based on brands (Calvert, Dewars, Seven Crown, etc.) that target upscale consumers. An avid pursuer of honors and recognition, Mr. Sam staked out a limited claim for himself in public affairs. Beyond the presidency of the Canadian Jewish Congress, his company, and family, though, the late-blooming Zionist (who died in 1971) had few interests. Marrus nonetheless burdens his text with tedious recitals of the CJC's internal politics and other minutiae, which add little to our understanding of a man who may just have been all business. An informative, albeit less than insightful, saga. (Eight pages of humdrum photos.)

Pub Date: March 27, 1992

ISBN: 0-87451-571-8

Page Count: 551

Publisher: N/A

Review Posted Online: May 19, 2010

Kirkus Reviews Issue: Feb. 1, 1992

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THINKING, FAST AND SLOW

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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THE CULTURE MAP

BREAKING THROUGH THE INVISIBLE BOUNDARIES OF GLOBAL BUSINESS

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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