An earnest invitation to reassess personal priorities.
A celebration of caring and community within our often bloodless digital world.
Davis, co-founder of the Democracy Policy Network and Getaway, which offers vacation escapes to tiny, off-the-internet cabins, expands his recent Harvard commencement speech into a heartfelt argument in support of the “Counterculture of Commitment” and rejection of the “Culture of Open Options.” Characterized by infinite browsing and fluid attachment to any identity, place, or community, the Culture of Open Options can yield certain pleasures, such as flexibility and novelty, but also leads to decision paralysis, shallowness, and isolation, “the malaise of having no connection to anything, of having no expectations set for you.” Drawing on abundant examples of “long-haul heroes” from friends, family, public figures (Martin Luther King Jr., Ken Burns, sports champions, and political activists, among many others), and myriad interviewees, Davis makes a persuasive case for dedication as “an alternative path of life.” He acknowledges that commitment may generate fears: “If we commit to something, we will later regret having not committed to something else instead,” or we fear undermining “our identity, reputation, and sense of control.” But he asserts that rather than threaten identity, commitment enhances it, bestowing the “gift of solidarity” within a shared moral culture rather than affiliation with the kind of micro-identities found in Twitter communities and on Reddit boards. Davis laments that in the Culture of Open Options, education focuses on training for personal advancement rather than on cultivating attachments or honing professionalism. “To be educated for attachment,” he writes, “is to learn the art of settling—into particular professions, crafts, causes, and communities—and to find there the peace of reverence and duty.” Commitments foster looking out for others rather than only for ourselves: “They structure our world, giving us authority to respect, myths in which to see ourselves, and communities in which we have a voice.”
An earnest invitation to reassess personal priorities.Pub Date: May 4, 2021
ISBN: 978-1-982140-90-8
Page Count: 272
Publisher: Avid Reader Press
Review Posted Online: May 3, 2021
Kirkus Reviews Issue: May 15, 2021
Readers unfamiliar with the anecdotal material Greene presents may find interesting avenues to pursue, but they should...
Greene (The 33 Strategies of War, 2007, etc.) believes that genius can be learned if we pay attention and reject social conformity.
The author suggests that our emergence as a species with stereoscopic, frontal vision and sophisticated hand-eye coordination gave us an advantage over earlier humans and primates because it allowed us to contemplate a situation and ponder alternatives for action. This, along with the advantages conferred by mirror neurons, which allow us to intuit what others may be thinking, contributed to our ability to learn, pass on inventions to future generations and improve our problem-solving ability. Throughout most of human history, we were hunter-gatherers, and our brains are engineered accordingly. The author has a jaundiced view of our modern technological society, which, he writes, encourages quick, rash judgments. We fail to spend the time needed to develop thorough mastery of a subject. Greene writes that every human is “born unique,” with specific potential that we can develop if we listen to our inner voice. He offers many interesting but tendentious examples to illustrate his theory, including Einstein, Darwin, Mozart and Temple Grandin. In the case of Darwin, Greene ignores the formative intellectual influences that shaped his thought, including the discovery of geological evolution with which he was familiar before his famous voyage. The author uses Grandin's struggle to overcome autistic social handicaps as a model for the necessity for everyone to create a deceptive social mask.
Readers unfamiliar with the anecdotal material Greene presents may find interesting avenues to pursue, but they should beware of the author's quirky, sometimes misleading brush-stroke characterizations.Pub Date: Nov. 13, 2012
ISBN: 978-0-670-02496-4
Page Count: 320
Publisher: Viking
Review Posted Online: Sept. 12, 2012
Kirkus Reviews Issue: Oct. 1, 2012
BOOK REVIEW
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
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