Even science-savvy readers will find surprises in this insightful exploration of how two humans learned a new sense.
Through stories of two amazing individuals, a neurobiologist explains how we see and hear.
That newborns must learn to talk is old news, but Barry, professor emeritus of biology and neuroscience at Mount Holyoke College, points out that newborns come into an incomprehensible world. Their eyes detect shapes and colors, and their ears hear sounds, but nothing makes sense. Over their first few years, babies literally discover how to see and hear, after which their ability to do so plummets. Doctors have long known that children who have sight restored after being blind throughout childhood never regain full sight. The same is true for hearing in congenitally deaf children. Until recently, writes the author, “few attempts were made to restore vision or hearing in congenitally blind or deaf people older than eight years. By age eight, the brain, it was thought, was no longer plastic enough to allow for the development of a new sense.” Yet exceptions exist, and Barry delivers gripping accounts of two. The first, Liam McCoy, lived in a “cocoon of visual blur.” At age 15, surgeons inserted a second lens into his eye (keeping the original), which vastly improved his vision. The result was not a familiar scene but rather a “tangled, fragmented world” of colors, lines, and edges. Barry devotes the first half of the book to the five years during which Liam gradually made sense of his new world. The second, Zohra Damji, was profoundly deaf. She was fortunate in that the condition was diagnosed very early and that her extended family provided intense support and the large sum of money required for the cochlear implant she received at age 12. Her first experience with sound was “loud, scary, and uncomfortable” as well as incomprehensible, but she ultimately sailed through graduate school. Both stories are inspiring and well rendered by the author.
Even science-savvy readers will find surprises in this insightful exploration of how two humans learned a new sense.Pub Date: June 8, 2021
ISBN: 978-1-5416-7515-5
Page Count: 272
Publisher: Basic Books
Review Posted Online: April 9, 2021
Kirkus Reviews Issue: May 1, 2021
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
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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