by Thomas Suddendorf ‧ RELEASE DATE: Nov. 12, 2013
A fine example of science made accessible for general readers, combining history, personal anecdotes, clear accounts of...
A reader-friendly examination of the great gap that exists between human beings and the rest of the animal world and an explanation of how our minds came to be unique.
In his debut, Suddendorf (Psychology/Univ. of Queensland) first looks at what we have learned about the mental capacities of other primates, describing numerous experiments and both lean and rich interpretations of data. The author’s words for these differing interpretations are “killjoy” and “romantic,” respectively, and he takes a position midway between them. His descriptions of the many ingenious tests to assess the capabilities of various species and of human children make for fascinating reading. In language, intelligence, theory of mind, culture and morality, humans are set apart by the ability to imagine and reflect on different scenarios and by the desire to link their scenario-building minds together. Thus, while animals have communication, humans have an open-ended language; while they demonstrate problem solving, humans have abstract reasoning; while they have memory, humans have mental time travel; while they show evidence of traditions, humans have cumulative culture; and while they display empathy, humans have morality. As to how this gap came to exist, the author posits that Homo sapiens are just one branch of the various species of hominids that once existed and that our ancestors may have played a major role in eliminating their closest relatives on the family tree. “The reason the current gap between animal and human minds seems so large and so baffling, then,” writes the author, “may be because we have destroyed the missing links.” He warns that the gap will widen as humans drive the great apes into extinction, but in a surprisingly hopeful conclusion, he notes that humans are capable of choosing and creating a desirable future for ourselves and for our closest relatives.A fine example of science made accessible for general readers, combining history, personal anecdotes, clear accounts of research and a broad picture of human evolution.
Pub Date: Nov. 12, 2013
Page Count: 352
Publisher: Basic Books
Review Posted Online: Oct. 9, 2013
Kirkus Reviews Issue: Nov. 1, 2013
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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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