A welcome user’s manual for anyone invested in the market or otherwise engaged in the financial sphere.
Thoroughgoing survey of the globalized, interleaved economy and its discontents.
If there is a single takeaway from management consultant Epping’s (A Beginner’s Guide to the World Economy, 2001, etc.) book, it’s that chaos is king and control nearly impossible, whether of a command economy or of world trade. “Success in the new fusion economy,” he writes, “may depend in large measure on learning that we can’t control everything.” Just so, there are many variables in determining whether an economy is performing well or poorly and no single gauge of success or failure; trying to impose that control on it may produce inflation on the one hand or recession on the other—or, for that matter, the mix of both known as stagflation, “a worst-case scenario.” The author takes a somewhat contrarian view on certain matters: While he notes the shortcomings and costs of cryptocurrency, among them the fact that “bitcoin mining” annually uses as much energy as the entire nation of Ireland, he also opines that “the current system isn’t necessarily better than an alternative system using cryptocurrencies.” Epping looks at the facts of global trade and, without naming names too pointedly, exposes the folly of trade wars, tariffs, and other hallmarks of economic nationalism: “Politicians who speak of ‘winning’ or ‘losing’ in trade don’t understand that all trade in goods and services is balanced by monetary transfers moving in the opposite direction.” In the global sphere, it’s more sensible to blame governments that “allow most of the new wealth to flow into the coffers of the rich" than to blame globalized trade for our woes. Among the other topics that Epping discusses are the externality of pollution, hitherto seldom factored into the cost of doing business but now increasingly important to reckon with, and the economic behavior of different generations, from the acquisitive and consumptive baby boomers to the comparatively frugal (necessarily, as it happens) millennials.
A welcome user’s manual for anyone invested in the market or otherwise engaged in the financial sphere.Pub Date: Jan. 21, 2020
ISBN: 978-0-525-56320-4
Page Count: 352
Publisher: Vintage
Review Posted Online: Sept. 23, 2019
Kirkus Reviews Issue: Oct. 15, 2019
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
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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