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Technocracy in America

RISE OF THE INFO-STATE

A refreshingly original contribution to the ongoing analysis of the American political system.

Awards & Accolades

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A radical reappraisal of democracy and its decline in the United States.

After a historically acrimonious presidential election, there’s been much hand-wringing about the health of American democracy on both sides of the ideological divide and consternation over a general lack of adequate political representation. Khanna (Connectography, 2016, etc.), a senior fellow at the Lee Kuan Yew School of Public Policy at the National University of Singapore, argues that American democracy has become indefensibly dysfunctional and that it’s eroding the public’s trust in its chief institutions. The real goal, the author contends, should be a combination of meaningful representation with effective governance—one that requires a diminishment of democracy in favor of technocratic stewardship: “In western thought, a deep complacency has set in that confuses politics with governance, democracy with delivery, process with outcomes,” he notes. “But the ‘will of the people’ is not just to repeat their desires over and over without results.” Khanna recommends a combination of democracy and meritocratic rule—“direct technocracy”—which would chasten the demands of an often myopic public with the long-term judgment of the nation’s “best and brightest.” The author’s model for direct democracy is Switzerland’s, while his exemplar of technocratic oversight is Singapore’s, and he ably discusses both. Philosophically speaking, a combination of the two, he says, would encourage utilitarian outcomes that would ultimately generate the broadest benefits for the greatest number of people. The author provocatively offers a laundry list of governmental innovations to this end; the most notable and ambitious include the leadership of an executive committee instead of a single president; 10-year terms for U.S. Supreme Court justices; and the replacement of the U.S. Senate with a “Governors Assembly.” Khanna’s judgments are sometimes peremptory and strident; for instance, he assumes, without argument, that Brexit is a “debacle” that represents “the triumph of politics over rationality.” Also, he asserts, when discussing the executive branch, that “Seven heads are better than one, period,” without referring to Alexander Hamilton’s arguments for a unified executive branch. Still, this book remains a powerful stimulant to a more searching discussion of the virtues and vices of American democracy, and it deftly combines philosophical discussion with concrete political analysis.

A refreshingly original contribution to the ongoing analysis of the American political system.

Pub Date: Jan. 10, 2017

ISBN: N/A

Page Count: 108

Publisher: CreateSpace

Review Posted Online: Dec. 2, 2016

Kirkus Reviews Issue: Jan. 15, 2017

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INTO THE WILD

A wonderful page-turner written with humility, immediacy, and great style. Nothing came cheap and easy to McCandless, nor...

The excruciating story of a young man on a quest for knowledge and experience, a search that eventually cooked his goose, told with the flair of a seasoned investigative reporter by Outside magazine contributing editor Krakauer (Eiger Dreams, 1990). 

Chris McCandless loved the road, the unadorned life, the Tolstoyan call to asceticism. After graduating college, he took off on another of his long destinationless journeys, this time cutting all contact with his family and changing his name to Alex Supertramp. He was a gent of strong opinions, and he shared them with those he met: "You must lose your inclination for monotonous security and adopt a helter-skelter style of life''; "be nomadic.'' Ultimately, in 1992, his terms got him into mortal trouble when he ran up against something—the Alaskan wild—that didn't give a hoot about Supertramp's worldview; his decomposed corpse was found 16 weeks after he entered the bush. Many people felt McCandless was just a hubris-laden jerk with a death wish (he had discarded his map before going into the wild and brought no food but a bag of rice). Krakauer thought not. Admitting an interest that bordered on obsession, he dug deep into McCandless's life. He found a willful, reckless, moody boyhood; an ugly little secret that sundered the relationship between father and son; a moral absolutism that agitated the young man's soul and drove him to extremes; but he was no more a nutcase than other pilgrims. Writing in supple, electric prose, Krakauer tries to make sense of McCandless (while scrupulously avoiding off-the-rack psychoanalysis): his risky behavior and the rites associated with it, his asceticism, his love of wide open spaces, the flights of his soul.

A wonderful page-turner written with humility, immediacy, and great style. Nothing came cheap and easy to McCandless, nor will it to readers of Krakauer's narrative. (4 maps) (First printing of 35,000; author tour)

Pub Date: Jan. 1, 1996

ISBN: 0-679-42850-X

Page Count: 320

Publisher: Villard

Review Posted Online: May 19, 2010

Kirkus Reviews Issue: Oct. 15, 1995

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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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