by Suresh Sharma ‧ RELEASE DATE: Sept. 24, 2013
A unique recommendation for the economic future of the United States, offering well-thought-out proposals sure to spark...
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An entrepreneur offers a vision for a new wave of American economic success.
Drawing on history, economic theory and his own experience as an immigrant, an employee and an entrepreneur, Sharma (Global Outsourcing, 2005) lays out a road map for American prosperity based on innovation and a high-tech infrastructure that allows the best and brightest to both collaborate and compete. The book begins with an overview of what the author defines as the two previous American dreams: one in an agricultural economy based on family farms in the 19th century, and the other in a broad base of homeowners subsidized by government policy in the 20th century. Sharma’s vision for the 21st century and beyond relies on a governmental policy that provides a structure for federally backed startup funding—a structure, he says, more effective than venture capitalists focused on quick profits and one that will become self-sustaining as successful businesses share equity rather than repay interest. That startup funding would be supported by a network of national and regional hubs for education and innovation, guided by the understanding that manufacturing as well as the service industry are necessary for a stable economy. The book goes into detail as to how the education, health and energy sectors would develop under this plan. It is clear that Sharma has thought through the details of his fundamental reorganization of the economy, as the book offers not only big-picture theoretical explanations for his advice, but also itemized discussions of how his proposed structures, such as a Cabinet-level innovation department and an integrated system of in-person and remote education, should be set up, funded and operated. Although the book is at times overly enthusiastic about American exceptionalism—“In any other country, if one played well and lost the game it is still applauded, but not in the United States”; “We forget that Americans, by nature, are the most competitive people on this planet”—Sharma does point out that he reached this conclusion after years of international experience.
A unique recommendation for the economic future of the United States, offering well-thought-out proposals sure to spark discussion.Pub Date: Sept. 24, 2013
ISBN: 978-1484873328
Page Count: 262
Publisher: CreateSpace
Review Posted Online: Dec. 6, 2013
Kirkus Reviews Issue: Jan. 15, 2014
Review Program: Kirkus Indie
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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
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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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
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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