Some of the book seems self-evident, some seems to be mere padding, and little of it moves with the sparkling aha...
A tour of the many honeycombs of the hive mind, courtesy of cognitive scientists Sloman (Brown Univ.) and Fernbach (Univ. of Colorado).
You know more than I do, and you know next to nothing yourself. That’s not just a Socratic proposition, but also a finding of recent generations of neuroscientific researchers, who, as Cognition editor Sloman notes, are given to addressing a large question: “How is thinking possible?” One answer is that much of our thinking relies on the thinking of others—and, increasingly, on machine others. As the authors note, flying a plane is a collaboration among pilots, designers, engineers, flight controllers, and automated systems, the collective mastery or even understanding of all of which is beyond the capacity of all but a very few humans. One thought experiment the authors propose is to produce from your mind everything you can say about how zippers work, a sobering exercise that quickly reveals the superficiality of much of what we carry inside our heads. We think we know, and then we don’t. Therein lies a small key to wisdom, and this leads to a larger purpose, which is that traditional assessments of intelligence and performance are off-point: what matters is what the individual mind contributes to the collectivity. If that sounds vaguely collectivist, so be it. All the same, the authors maintain, “intelligence is no longer a person’s ability to reason and solve problems; it’s how much the person contributes to a group’s reasoning and problem-solving process.” This contribution, they add, may not just lie in creativity, but also in doing the grunt work necessary to move a project along. After all, even with better, more effectively distributed thinking, “ignorance is inevitable.”
Some of the book seems self-evident, some seems to be mere padding, and little of it moves with the sparkling aha intelligence of Daniel Dennett. Still, it’s sturdy enough, with interesting insights, especially for team building.Pub Date: March 14, 2017
ISBN: 978-0-399-18435-2
Page Count: 304
Publisher: Riverhead
Review Posted Online: Dec. 25, 2016
Kirkus Reviews Issue: Jan. 15, 2017
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
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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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