No high drama here, but a closely detailed picture of how tedious talk therapy can be.
With no claim to presenting a paradigm, a pro-talk-therapy journalist provides a close-up view of six articulate, unhappy individuals as they evolve during a year of group therapy.
Four years after his own positive experience in group with the same therapist, identified here as Charles Lathon (all names and identities are disguised), the author obtained permission to observe a newly formed group of four men and two women especially selected by Lathon for their thoughtfulness and intelligence. Although scheduled to meet for two and a half hours every two weeks for 40 weeks, interruptions and extra sessions kept the group together from January to December 1995. In addition to observing the group sessions, Solotaroff met separately with Lathon and with the individuals: Sara, an unmarried 37-year-old fashion editor desperate for a husband; 45-year-old Lina, going through a messy divorce; Peter, a rather shy and nerdy 38-year-old accountant; Rex, a 31-year-old high-roller whose marriage is in tatters; Dylan, 48, with a messed-up career and marriage and a propensity for alcoholic binges; and 60ish Jack, a one-time Broadway producer whose career has been trashed by cocaine, alcohol, and embezzlement. Lathon lays down the rules, teaches the group his vocabulary (pain is not to be confused with suffering), and instructs them in distinguishing false stories which lead to “suffering conversations” from true stories, which lead to “effective conversations.” Gradually a bond of sorts forms among the members as they talk, probe, share, and listen. Occasionally sharp comments are exchanged and a few tears are shed, but Lathon holds animosities in check and keeps the group on an even keel. Essentially, they plod along, learning to listen to themselves as they listen to each other. In an epilogue written two and a half years later, Solotaroff learns that, for several, their lives have changed for the better; the stunner is that Lathon, once an effective therapist has become an alcoholic with a failed practice.
No high drama here, but a closely detailed picture of how tedious talk therapy can be.Pub Date: Aug. 2, 1999
ISBN: 1-57322-065-5
Page Count: 352
Publisher: Riverhead
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: June 15, 1999
BOOK REVIEW
BOOK REVIEW
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
© Copyright 2025 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.
