by Pratap Chatterjee ‧ RELEASE DATE: Feb. 1, 2009
A report that deserves many readers, about matters that deserve many indictments.
A sordid tale of politics and profiteering, courtesy of the Bush administration and a compliant military.
The Halliburton Corporation, of which Dick Cheney was chief executive before becoming Bush’s vice president, is estimated to have provided more than 720 million meals to American service personnel, driven 400 million miles of convoy missions and made many billions of dollars for its work as the Pentagon’s principal subcontractor. This relationship was born when Cheney, as secretary of defense for George H.W. Bush, came up with a creative-accounting way to comply with a congressional mandate to trim the military budget and privatize a big chunk of the war machine. Whereas during the First Gulf War there was one civilian contractor for every 100 soldiers, writes investigative journalist Chatterjee (Iraq, Inc., 2004), the ratio is now nearly one to one. If Cheney’s maneuvering sounds a little conflict-of-interest–laden, it seems to have bothered no one in Washington until late in the prosecution of the Iraq War. Said one Pentagon whistleblower of the tainted procurement process, no-bid contracting and billions of dollars lost (and billions more earned fraudulently through various schemes), “the interest of a corporation…not the interests of American soldiers or American taxpayers, seemed to be paramount.” Chatterjee documents the malfeasance down to the penny; the book is data-rich and heavily footnoted, to the extent that it reads more like a treatise than a work of narrative journalism. Yet Chatterjee tells intriguing stories alongside the compendia of numbers, dates and names. He documents, without much commentary, some of the ironies that emerge in the Halliburton story, among them Cheney’s machinations to keep Iran open for Halliburton business while loudly putting sanctions in place—and claiming that the Iran hanky-panky was legal because it was conducted “by a foreign-owned subsidiary based in the Cayman Islands.”
A report that deserves many readers, about matters that deserve many indictments.Pub Date: Feb. 1, 2009
ISBN: 978-1-56858-392-1
Page Count: 296
Publisher: Nation Books
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: Dec. 1, 2008
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BOOK REVIEW
by Pratap Chatterjee & illustrated by Khalil
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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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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