Refreshingly absent of bulleted lists and sidebars, this is a welcome addition to the literature of business ownership. Read...
Want to be your own boss? You might think twice after reading this large-hearted memoir from a frequently exasperated business owner.
New York Times “You’re the Boss” columnist Downs, the owner of a firm that builds custom furniture, notes at the outset that he doesn’t intend to offer any lessons of the sort that the usual how-to business book promises. At the end, though, he provides one guiding principle that might make a Chamber of Commerce I-built-this ideologue wince: namely, “get help.” Running a business is tough: that much readers who work through this longish but straight-spoken account will divine. Running it while having to reinvent every wheel is tougher still, though there are some things that a business owner must figure out himself or herself no matter how sage the advice. To trust Downs’ advice, hiring people is the toughest thing of all—and keeping the ones who work out and getting rid of the ones who don’t will take off years from a boss’s life span. The author recounts, pleasingly, that the best workers have been those who have come to him and announced that they wanted to work for him, not those who replied to a want ad or were pushed on him by well-meaning third parties. Cash flow is another thing: Downs’ ups and downs are dizzying, though in fairness to all concerned, it seems that he’s not the best money manager in the world. His solution, another reality of the being-the-boss world, is too often to deny himself a paycheck. But he’s nothing if not self-aware; as he writes, “it’s true that I make quick decisions and that I’m used to having my own way.”
Refreshingly absent of bulleted lists and sidebars, this is a welcome addition to the literature of business ownership. Read it—and then get help.Pub Date: Aug. 4, 2015
ISBN: 978-0-399-17233-5
Page Count: 368
Publisher: Blue Rider Press
Review Posted Online: May 19, 2015
Kirkus Reviews Issue: June 1, 2015
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
IN THE NEWS
A readable, persuasive argument that our ways of doing business will have to change if we are to prosper—or even survive.
A well-constructed critique of an economic system that, by the author’s account, is a driver of the world’s destruction.
Harvard Business School professor Henderson vigorously questions the bromide that “management’s only duty is to maximize shareholder value,” a notion advanced by Milton Friedman and accepted uncritically in business schools ever since. By that logic, writes the author, there is no reason why corporations should not fish out the oceans, raise drug prices, militate against public education (since it costs tax money), and otherwise behave ruinously and anti-socially. Many do, even though an alternative theory of business organization argues that corporations and society should enjoy a symbiotic relationship of mutual benefit, which includes corporate investment in what economists call public goods. Given that the history of humankind is “the story of our increasing ability to cooperate at larger and larger scales,” one would hope that in the face of environmental degradation and other threats, we might adopt the symbiotic model rather than the winner-take-all one. Problems abound, of course, including that of the “free rider,” the corporation that takes the benefits from collaborative agreements but does none of the work. Henderson examines case studies such as a large food company that emphasized environmentally responsible production and in turn built “purpose-led, sustainable living brands” and otherwise led the way in increasing shareholder value by reducing risk while building demand. The author argues that the “short-termism” that dominates corporate thinking needs to be adjusted to a longer view even though the larger problem might be better characterized as “failure of information.” Henderson closes with a set of prescriptions for bringing a more equitable economics to the personal level, one that, among other things, asks us to step outside routine—eat less meat, drive less—and become active in forcing corporations (and politicians) to be better citizens.
A readable, persuasive argument that our ways of doing business will have to change if we are to prosper—or even survive.Pub Date: May 1, 2020
ISBN: 978-1-5417-3015-1
Page Count: 336
Publisher: PublicAffairs
Review Posted Online: Feb. 16, 2020
Kirkus Reviews Issue: March 15, 2020
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