A brief but comprehensive and enthusiastic guide to conducting thorough, legal investigations.
A manual for readers interested in tracking down facts that others might prefer to keep hidden.
In this debut work, Segal draws on his decades of experience in law and journalism to provide an introduction to basic investigative techniques. He impresses upon readers that investigation is a complex process in which researchers may be unable to draw absolute conclusions, requiring them to make judgments or pursue new avenues. The book uses modern art as a metaphor: “Just as we can stare forever at Picasso’s work and not know the number of pears there are, we can look all we want at databases and public records, but we may need to move on to interviewing relatives and neighbors.” Segal provides a list of commonly used subscription databases and offers strategies for maximizing their usefulness as well as advice on using Google and other, more familiar sources. Throughout, he emphasizes the importance of following relevant laws, particularly for investigators whose work will be used in court; he offers plenty of cautionary tales about cases that were thrown out due to illegal information-gathering. He also includes several anecdotes from his own investigative work, demonstrating how his team located a divorcing spouse’s hidden assets, why it’s necessary to explore alternate spellings of words, and how a small investment in an interview can save thousands of dollars during a lawsuit’s discovery phase. Throughout, Segal maintains an engaging, conversational tone (“Relying only on Google is like giving a carpenter just one tool—a sledge hammer—and saying, ‘Build me a house’ ”), and the text is never dull. Appendices provide guidance for conducting interviews, locating assets, and getting to know public-records systems. The result is a valuable resource for investigators of all sorts, from students to professionals.
A brief but comprehensive and enthusiastic guide to conducting thorough, legal investigations.Pub Date: April 2, 2016
ISBN: 978-0-9969079-1-0
Page Count: 130
Publisher: Ignaz Press
Review Posted Online: Dec. 31, 2015
Kirkus Reviews Issue: Feb. 1, 2016
Review Program: Kirkus Indie
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
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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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