Wonky but of immense value to economists and policymakers working on the behavioral side of the field.
An engaging scholarly study of the stories we tell about economic events—stories that go viral, for better or worse.
Bitcoin is the wave of the future, an anarchist challenge to national currencies meant to disguise the identity of those who hold stores of the “cryptocurrency.” It’s been valued at something around $300 billion. However, writes Nobel Prize–winning Yale economist Shiller (Finance and the Good Society, 2015, etc.), “Bitcoin has no value unless people think it has value, as its proponents readily admit.” It attains value because it’s surrounded by economic narratives, some erratic, some untrustworthy—of the sort that fuel classic bubbles: the mania of speculation that surrounded the South Sea Company, the mania for tulips, the fear-of-missing-out mania for being part of the future rather than the past. By the author’s account, narratives are too often overlooked, so that “we need to incorporate the contagion of narratives into economic theory,” recognizing them to be a driver of economic change, for good or ill. “Contagion” is a word used advisedly, for Shiller draws some of his models from epidemiology; his work also combines with the growing acknowledgment that people are often not the rational actors of classic economic theory. Accounting for narrative epidemics does not necessarily mean trying to counter them, though economic forecasts—the currently building sentiment that a major recession is about to hit, for example—are best used not to frighten but to warn, so that self-fulfilling-prophecy disasters do not in fact happen. Shiller locates one pioneering forecaster in the economist John Maynard Keynes, who warned—unsuccessfully—that placing heavy penalties on a defeated Germany after World War I would yield an even bloodier disaster powered by the thirst for vengeance. That narrative proved correct even if Ronald Reagan’s anecdotal embrace of supply-side economics proved a sham even as his stories “touched off an intense public mandate for tax cutting."
Wonky but of immense value to economists and policymakers working on the behavioral side of the field.Pub Date: Oct. 1, 2019
ISBN: 978-0-691-18229-2
Page Count: 384
Publisher: Princeton Univ.
Review Posted Online: Aug. 3, 2019
Kirkus Reviews Issue: Sept. 1, 2019
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
The Stoics did much better with the much shorter Enchiridion.
A follow-on to the author’s garbled but popular 48 Laws of Power, promising that readers will learn how to win friends and influence people, to say nothing of outfoxing all those “toxic types” out in the world.
Greene (Mastery, 2012, etc.) begins with a big sell, averring that his book “is designed to immerse you in all aspects of human behavior and illuminate its root causes.” To gauge by this fat compendium, human behavior is mostly rotten, a presumption that fits with the author’s neo-Machiavellian program of self-validation and eventual strategic supremacy. The author works to formula: First, state a “law,” such as “confront your dark side” or “know your limits,” the latter of which seems pale compared to the Delphic oracle’s “nothing in excess.” Next, elaborate on that law with what might seem to be as plain as day: “Losing contact with reality, we make irrational decisions. That is why our success often does not last.” One imagines there might be other reasons for the evanescence of glory, but there you go. Finally, spin out a long tutelary yarn, seemingly the longer the better, to shore up the truism—in this case, the cometary rise and fall of one-time Disney CEO Michael Eisner, with the warning, “his fate could easily be yours, albeit most likely on a smaller scale,” which ranks right up there with the fortuneteller’s “I sense that someone you know has died" in orders of probability. It’s enough to inspire a new law: Beware of those who spend too much time telling you what you already know, even when it’s dressed up in fresh-sounding terms. “Continually mix the visceral with the analytic” is the language of a consultant’s report, more important-sounding than “go with your gut but use your head, too.”
The Stoics did much better with the much shorter Enchiridion.Pub Date: Oct. 23, 2018
ISBN: 978-0-525-42814-5
Page Count: 580
Publisher: Viking
Review Posted Online: July 30, 2018
Kirkus Reviews Issue: Aug. 15, 2018
BOOK REVIEW
BOOK REVIEW
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