An informative if overlong account of how American car makers regained much of the ground they had lost during the 1980s to foreign rivals in their own backyard and Europe. Drawing mainly on their own reportage as Detroit-based correspondents for The Wall Street Journal, Ingrassia and White offer a lively series of set pieces illustrating how Motown's Big Three (Chrysler, Ford, General Motors) managed to avert envelopment by their Japanese counterparts (Honda, Nissan, Toyota, et al.) and to launch an impressively effective counterattack. In large measure, the authors conclude, the improvement in the US industry's fortunes is attributable to its capacity to adopt and adapt the cost-control, employee-empowerment, productivity, and quality- assurance techniques pioneered by Japanese manufacturers. As Ingrassia and White make clear, however, the makeover was convulsive on the assembly line as well as in the executive suite. The authors do a fine job of reconstructing the boardroom coups that resulted in the ouster of such old-guard stalwarts as Chrysler's Lee Iacocca, Ford's Don Peterson, and GM's Bob Stempel (the unfortunate engineer who inherited the god-awful mess Roger Smith had made of the planet's largest commercial enterprise). Covered as well are the lesser lights who designed the passenger vehicles (Chrysler's Neon and Ford's born-again Mustang among others), plus the plant managers who reconciled the requirements of lean production with the aspirations of a unionized work force accustomed to adversarial labor relations. On the minus side of the ledger, Ingrassia and White have not resisted the temptation to include whatever they've learned in more than a decade on the automotive beat, and their narrative occasionally veers into trivial byways. Nonetheless, an engrossing and cautionary take on a consequential industry whose welfare is everybody's business. (16 pages of photos, not seen) (First serial to the Wall Street Journal; author tour)
Pub Date: Sept. 28, 1994
ISBN: 0-671-79214-8
Page Count: 496
Publisher: Simon & Schuster
Review Posted Online: June 24, 2010
Kirkus Reviews Issue: Aug. 1, 1994
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
IN THE NEWS
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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