Delightful as well as convincing in its plea that educators place learning over winnowing and access over exclusivity.
Compelling advice on how to improve education.
Now centuries old, the complaint that schools are factories, taking in students as raw material and churning out a standardized product, no longer serves, according to MIT professor Sarma, who prefers the term winnowing. A winnower blows air through unrefined matter, eliminating chaff, debris, and waste but also valuable material, producing a more homogenous end product. This baleful process began around 1900, when education theory and quasi-scientific methods ran off the track. The first intelligence tests were better at winnowing a subset of good learners than the previous methods (teachers’ opinions, personal connections), but they were based on the flawed notion that intelligence is fixed at birth, so “the main challenge facing schools was not to improve intelligence, but to separate the apt from the inept.” Tests also favored the privileged—e.g., “define regatta.” Sarma devotes parts of the book to the neuroscience of how the brain processes information and to psychology research that provides a solid basis for some educational strategies but has shot down more than one. Describing education today, the author does not take sides in the interminable debate over whether students should “follow their own impulses in determining what to learn, or…stick to topics their instructors deem important.” Rather, Sarma identifies what doesn’t work (the idea “that most students require specialized education media depending on their supposed brain makeup,” a theory that “lingers zombie-like in education culture despite a wealth of evidence against it”), hopeful dead ends, and the best of current techniques. The author is most partial to Montessori schools—though he notes that “the name ‘Montessori” is untrademarkable, and the degree to which schools stick to Maria Montessori’s time-honed methods varies wildly”—and high-tech, online programs, which are expensive and effective when a teacher is involved but cheap and ineffective without one.
Delightful as well as convincing in its plea that educators place learning over winnowing and access over exclusivity.Pub Date: Aug. 18, 2020
ISBN: 978-0-385-54182-4
Page Count: 352
Publisher: Doubleday
Review Posted Online: May 12, 2020
Kirkus Reviews Issue: June 1, 2020
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
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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