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Humorous, mostly informative guidance to the world of the “business arts.”

More than a full semester's worth of advice on being successful in business.

When the first chapter on a course in business addresses the issue of "Not Appearing Stupid," readers might question the veracity of the contents. However, Fortune columnist Bing (Bingsop's Fables: Little Morals for Big Business, 2011, etc.) successfully combines tongue-in-cheek commentary with helpful advice on common business practices, giving readers a lighthearted yet incisive analysis of the professional world of commerce. Starting with core ideas, such as building a persona in which "craziness" is allowed (but "just a touch. Nothing more. You are simply too small, Grasshopper”), Bing also examines how to sell, market, negotiate, and manage individuals and groups. The author’s delight in his subject is apparent, though the blurred line between spoof and useful advice occasionally grates. Once readers have mastered Bing’s basic principles, they are encouraged to continue on to the advanced curriculum, where topics include crisis management, how to sell yourself as a brand and develop a campaign to sell that brand, how to control the flood of electronic communications and how to interact with the seven kinds of crazy people you might encounter in the workplace. Illustrated with numerous photographs, charts, tables, graphs and formulas, where the math doesn't always add up, Bing provides tutorials and "elective" subjects that, while not mandatory, will "prepare the student for the moment when their mortarboard comes down and the rubber soles hit the road." These include the pros and cons of sex at the office, the care and feeding of senior officers, and a basic analysis of whiskey and cigars. A diploma from the “National Association for Serious Studies” concludes the book.

Humorous, mostly informative guidance to the world of the “business arts.”

Pub Date: April 15, 2014

ISBN: 978-0-06-199853-9

Page Count: 384

Publisher: Harper Business

Review Posted Online: March 30, 2014

Kirkus Reviews Issue: April 15, 2014

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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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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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