A far-reaching, mostly persuasive guide that seeks to change how people approach inner challenges.
Ion and Irimia’s self-help book presents seven principles that can alter readers’ lives.
Many people face internal roadblocks that keep them from succeeding. While therapy remains a common treatment option, it can take years to make progress. Fast Transformation Protocols, the method advocated in Ion and Irimia’s guide, is the opposite, only requiring a minor time commitment. The seed for FTP was Ion’s first company, a recruitment agency for corporations in Transylvania, Romania. On a trip with a colleague named Sara, Ion freed the woman from the perception of abandonment, making Sara understand that benefits exist in even the most negative situations. FTP primarily operates by asking many “weird questions” and utilizing seven universal laws: those of duality, reflection, transformation, synchronicity, eristic (i.e., argumentative) escalation, order, and fractals. The laws mingle concepts from science, philosophy, and psychology. Just a few of the numerous examples the authors discuss regarding the law of duality alone include the Babylonians’ concept of celestial cycles; the Chinese version, yin and yang; and, in biology, the balance of cell birth with cell death. Another inspiration is Carl Jung’s exploration of coincidences (the law of synchronicity) and archetypes (the law of fractals). Added to the mix is a helping of spirituality. The authors ask readers, when they’re contemplating life challenges, to consider sacred contracts, an idea that “before birth, your soul carefully chooses the exact context and circumstances it will incarnate into.” The ambitious guide is written in Ion’s voice; she’s a sensitive presence who seems to genuinely aspire to help others. She recalls that as a child, “I pulled my emotions inward and packed them tightly inside me, like delicate things wrapped in newspaper.” Yet this delicacy is balanced by a love of organization and rationality, reflected in this well-structured and mostly convincing book. Intriguing case studies demonstrate how the laws the authors discuss apply to real situations. But some readers will question the success rate. Using one of the seven universal laws is always shown as succeeding, although perhaps not immediately.
A far-reaching, mostly persuasive guide that seeks to change how people approach inner challenges.Pub Date: Sept. 15, 2025
ISBN: 9798993098203
Page Count: 313
Publisher: Inspired Life Circle LLC
Review Posted Online: Feb. 6, 2026
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
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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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