by Polly Morland ‧ RELEASE DATE: July 9, 2013
An entertaining and occasionally inspiring look at a surprisingly slippery subject.
A celebration of one of humankind’s rarest and most valuable virtues: bravery.
Documentarian Morland interviews a diverse group of brave individuals—soldiers, big wave surfers, civil rights activists, sufferers of terminal diseases and bank robbers make the cut—in an attempt to isolate the origin and meaning of this elusive trait, which she believes is in distressingly short supply in our coddled yet hysterical age. The title refers to a group of musicians struggling with stage fright convened in the early 1940s by Bernard Gabriel, a classical pianist and proto–inspirational speaker. He subjected his charges to aggressive heckling as they practiced in order to inure them to that particular anxiety, freeing them to play in real performance situations with greater confidence. This immersive method is one of many strategies Morland identifies as courage-building. Others include the comprehensive preparation and devotion to a unit that allow soldiers to regularly risk life and limb, the rigorous practice and heightened sense of pride drilled into bullfighters, and spiritual notions of self-actualization and nonconformity that motivate surfers and climbers. Most mysterious of all courage-builders is the innate knowledge of the right thing to do in a crisis, which some people instinctively access and act upon in a mental state that supersedes conscious decision-making. Most of Morland’s subjects are articulate and engaging, and the stories of tragedy and atrocity have obvious emotional impact, but the book's greatest strength is the author's brisk, witty voice, which conveys the seriousness of her subject in an agreeably light, humanistic tone. Though the author’s conclusions are not earth shattering, her subject is worthy, and her journey is in turns thought-provoking, amusing and heartbreaking.
An entertaining and occasionally inspiring look at a surprisingly slippery subject.Pub Date: July 9, 2013
ISBN: 978-0-307-88906-5
Page Count: 352
Publisher: Crown
Review Posted Online: June 8, 2013
Kirkus Reviews Issue: June 15, 2013
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by Daniel Kahneman ‧ RELEASE DATE: Nov. 1, 2011
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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BOOK REVIEW
by Erin Meyer ‧ RELEASE DATE: May 27, 2014
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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