Though not a definitive study of bulimia, it is sensitive, informative, and likely to be helpful to both client and...
Shame is the villain and persistence the heroine in this analysis of 13 women who recovered from bulimia nervosa.
Reindl (Psychology/Harvard Univ.), however, would probably prefer to speak of women who “are recovering” from bulimia, since, as with many addictions, a return to the eating disorder is always but a binge and a purge away. The author selected women who had been free from bulimic symptoms for at least a year and asked: What motivated them to begin changing their behavior? What helped? What set them back? Why did they develop the eating disorder? Bolstering the stories of her subjects with other research and writings as well as her own clinical experience, the author detects a pattern that resembles, but does not mimic, the patterns of other addictions. What she found was a sense of shame, of being “inadequate and bad.” In most cases the feelings of worthlessness arose not from childhood physical or sexual abuse, but from emotional deprivation. The decision to stop and seek help comes about because the person is “fed up” with her behavior, but it can take many false starts before symptoms are under control. Such therapeutic interventions (whether via a psychologist, a nutritionist, or Overeaters Anonymous) kick in to help bulimia sufferers rebuild a positive “sense of self.” Reindl cites the tale of “Beauty and the Beast” as an apt and rich metaphor for the struggle to also accept the ugly side of the self. There is also a section directed to therapists who treat those with eating disorders and specifics on what the recovering women found most useful in their therapeutic encounters. She lauds the importance of good nutrition and exercise as recovery proceeds, noting the terrible damage that years of an eating disorder can do to even a young body.
Though not a definitive study of bulimia, it is sensitive, informative, and likely to be helpful to both client and therapist.Pub Date: May 1, 2001
ISBN: 0-674-00487-6
Page Count: 384
Publisher: Harvard Univ.
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: April 1, 2001
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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