A provocative argument that wealthy men built America and did a good job.
An ingenious examination of how money played the central role in the founding of the United States.
As prolific historian Shachtman (How the French Saved America: Soldiers, Sailors, Diplomats, Louis XVI, and the Success of a Revolution, 2017, etc.) points out, fighting Britain was extremely expensive. Lacking the power to tax, the Continental Congress performed terribly in their efforts to supply the army, but this obscures the fact that it spent a great deal of money and many men got rich. Partly, this was inherent in the primitive administration of 18th-century governments. Paid no salary, officials took a commission from money that passed through their hands, a practice that encouraged corruption. It was also not illegal to mix public and private business, so officials purchased from themselves or their friends. Due to slow communication and scanty legal protection, merchants and buyers relied on promises, personal guarantees, risky loans, and favors. Genuinely patriotic merchants like Robert Morris, as well as less admirable figures, took terrible risks and often suffered for it. Morris died poor. The feeble confederation that followed independence exasperated those concerned with foreign affairs, trade, raising capital, and collecting debts but not the average American. Shachtman emphasizes that no mass movement demanded change. The Constitution was championed “by a very small subset of the country’s wealthy. If we add to the fifty-five men who attended the Constitutional Convention, twice or three times that number of nondelegates who later took the lead in urging ratification…the total is at best a few hundred men.” They looked after their own interests, and their priorities were social order, contracts, collecting debts, and a strong currency. However, as the author shows, unlike the ultrawealthy today, most embraced equality of opportunity. Shachtman carries his account past the presidency of Thomas Jefferson, who opposed powerful governments, banks, and (in theory) great wealth. Despite this, the author maintains that his elimination of taxes and regulations increased equality of opportunity without inconveniencing the rich, and America prospered.
A provocative argument that wealthy men built America and did a good job.Pub Date: Jan. 21, 2020
ISBN: 978-1-250-16476-6
Page Count: 352
Publisher: St. Martin's
Review Posted Online: Sept. 23, 2019
Kirkus Reviews Issue: Oct. 15, 2019
BOOK REVIEW
BOOK REVIEW
BOOK REVIEW
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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