by Steven Levy ‧ RELEASE DATE: April 12, 2011
Dense, driven examination of the pioneering search engine that changed the face of the Internet.
Thoroughly versed in technology reporting, Wired senior writer Levy (The Perfect Thing: How the iPod Shuffles Commerce, Culture, and Coolness, 2006, etc.) deliberates at great length about online behemoth Google and creatively documents the company’s genesis from a “feisty start-up to a market-dominating giant.” The author capably describes Google’s founders, Stanford grads Larry Page and Sergey Brin, as sharp, user-focused and steadfastly intent on “organizing all the world’s information.” Levy traces how Google’s intricately developed, intrepid beginnings and gradual ascent over a competitive marketplace birthed an advertising-fueled “money machine” (especially following its IPO in 2004), and he follows the expansion and operation of the company’s liberal work campus (“Googleplex”) and its distinctively selective hiring process (Page still signs off on every new hire). The author was afforded an opportunity to observe the company’s operations, development, culture and advertising model from within the infrastructure for two years with full managerial cooperation. From there, he performed hundreds of interviews with past and current employees and discovered the type of “creative disorganization” that can either make or break a business. Though clearly in awe of Google’s crowning significance, Levy evenhandedly notes the company’s more glaring deficiencies, like the 2004 cyber-attack that forced the removal of the search engine from mainland China, a decision vehemently unsupported by co-founder Brin. Though the author offers plenty of well-known information, it’s his catbird-seat vantage point that really gets to the good stuff. Outstanding reportage delivered in the upbeat, informative fashion for which Levy is well known.
Pub Date: April 12, 2011
Page Count: 448
Publisher: Simon & Schuster
Review Posted Online: April 4, 2011
Kirkus Reviews Issue: March 15, 2011
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by Daniel Kahneman ‧ RELEASE DATE: Nov. 1, 2011
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
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
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by Erin Meyer ‧ RELEASE DATE: May 27, 2014
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
Page Count: 288
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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