For some readers, there won’t be much news here, but for others—particularly those down the chain from Dempsey—there’s much...
Pop psych meets pop business in Brafman’s (co-author: Click: The Forces Behind How We Fully Engage with People, Work, and Everything We Do, 2011, etc.) latest outing in the land of counterintuition, written with the assistance of leadership expert Pollack.
Business types live and breathe for data, analysis and endless planning. Yet, as Joseph Schumpeter observed, there’s something irresistibly compelling about cleaning house, resetting priorities and otherwise changing course by means of what he called “creative destruction.” Brafman doesn’t quite counsel burning down the house, but he isn’t shy of introducing a little bubonic plague into the equation, either. Drawing on the results of a three-year consultancy with Martin Dempsey, now chairman of the Joint Chiefs of Staff, Brafman urges that we consider the bright side of chaos and calamity: The Black Death may have brought about all manner of death and destruction, but “it was actually instrumental in bringing about Europe’s ascent to greatness.” Post–James Gleick, the word “chaos” has been applied and misapplied in all sorts of half-baked, Gladwell-ian ways, and Brafman plays it a little loose at times. Nonetheless, this book has value in encouraging a rethinking of how things get done, particularly in heavily institutionalized cultures. For instance, in the military, there’s a manual for everything, including one on the proper way to change a tire on a tuck. But why read a manual when a YouTube video would do? Such useful ideas come from what the author calls “casual downtime,” the thinking time that institutions too often don’t budget for. And what situation wouldn’t benefit from more thinking about it, as long as it’s not perfectly unbroken?
For some readers, there won’t be much news here, but for others—particularly those down the chain from Dempsey—there’s much good food for thought in Brafman’s sometimes-brash assertions.Pub Date: Aug. 13, 2013
ISBN: 978-0-307-88667-5
Page Count: 240
Publisher: Crown Business
Review Posted Online: Aug. 11, 2013
Kirkus Reviews Issue: Sept. 1, 2013
BOOK REVIEW
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
Occasionally wonky but overall a good case for how the dismal science can make the world less—well, dismal.
“Quality of life means more than just consumption”: Two MIT economists urge that a smarter, more politically aware economics be brought to bear on social issues.
It’s no secret, write Banerjee and Duflo (co-authors: Poor Economics: A Radical Rethinking of the Way To Fight Global Poverty, 2011), that “we seem to have fallen on hard times.” Immigration, trade, inequality, and taxation problems present themselves daily, and they seem to be intractable. Economics can be put to use in figuring out these big-issue questions. Data can be adduced, for example, to answer the question of whether immigration tends to suppress wages. The answer: “There is no evidence low-skilled migration to rich countries drives wage and employment down for the natives.” In fact, it opens up opportunities for those natives by freeing them to look for better work. The problem becomes thornier when it comes to the matter of free trade; as the authors observe, “left-behind people live in left-behind places,” which explains why regional poverty descended on Appalachia when so many manufacturing jobs left for China in the age of globalism, leaving behind not just left-behind people but also people ripe for exploitation by nationalist politicians. The authors add, interestingly, that the same thing occurred in parts of Germany, Spain, and Norway that fell victim to the “China shock.” In what they call a “slightly technical aside,” they build a case for addressing trade issues not with trade wars but with consumption taxes: “It makes no sense to ask agricultural workers to lose their jobs just so steelworkers can keep theirs, which is what tariffs accomplish.” Policymakers might want to consider such counsel, especially when it is coupled with the observation that free trade benefits workers in poor countries but punishes workers in rich ones.
Occasionally wonky but overall a good case for how the dismal science can make the world less—well, dismal.Pub Date: Nov. 12, 2019
ISBN: 978-1-61039-950-0
Page Count: 432
Publisher: PublicAffairs
Review Posted Online: Aug. 28, 2019
Kirkus Reviews Issue: Sept. 15, 2019
SEEN & HEARD
© Copyright 2024 Kirkus Media LLC. All Rights Reserved.
Follow
Popular in this Genre
We can’t wait for you to join Kirkus!
It’s free and takes less than 10 seconds!
Already have an account? Log in.
OR
Sign in with GoogleTrouble signing in? Retrieve credentials.
Welcome Back!
OR
Sign in with GoogleTrouble signing in? Retrieve credentials.
bookshelf