A compelling examination of how to find satisfaction in today’s working world.
Wysocki presents an interview-driven overview of the ups and downs of a wide variety of professions.
The author opens his nonfiction debut with a deceptively simple question: “Why are so many people unhappy” in their work life? His answer is equally simple: Those people didn’t actively choose their careers. Instead, he asserts, they drifted into them, letting opportunity—or, more specifically, market trends—guide them. The purpose of his book is to give readers a chance to find a career that resonates with them—to “clarify what calls to you.” Wysocki’s compelling approach provides readers with a series of detailed interviews with people, identified only by their first names and last initials, in a broad range of careers. These discussions are grouped under general headings, including “The Hustlers” (which include delivery people, truck drivers, farmers, and office managers), “The Einsteins” (software engineers, database developers, electrical engineers, and accountants), “The Good Kids” (ministers, social workers, and registered nurses), and “The Rock Stars” (writers, graphic designers, television producers, and, perhaps unexpectedly, English professors). The interview subjects are asked similar questions about how well their job pays, what they dislike about their work, what they see as common misconceptions about their job, and so on; regarding the latter, an archeologist mentions that his work involves a lot of tedious paperwork, for instance. Over the course of this survey, Wysocki shows himself to be highly skilled at assembling this material for practical use. He helpfully advises readers to skip straight to professions that interest them, but reading the book from cover to cover makes for a surprisingly gripping experience. Its optimistic tone, too, may strike some readers as unexpected; time and again, in profession after profession, responders report that they’re truly fulfilled by their job and wouldn’t change it, thus demonstrating to readers that satisfying careers really do exist.
A compelling examination of how to find satisfaction in today’s working world.Pub Date: Jan. 9, 2023
ISBN: 9781634895743
Page Count: 568
Publisher: Wise Ink Creative Publishing
Review Posted Online: Feb. 8, 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
BOOK REVIEW
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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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