An urgent but evenhanded treatise that deserves a wide readership.
In Norwegian-born attorney Turrettini’s dispiriting estimation, there are plenty of lone wolves out there, young men—almost always young men—so disconnected from the world that killing is the only form of self-expression they think is left to them.
That killing is not without reason, at least in the perpetrator’s mind, and it often has a political dimension. “The lone wolf doesn’t murder for fun, for profit, or as a shortcut to suicide,” she writes. “This killer is so shut off and shut down from humanity that the only way for him to matter is to connect so completely with a cause that he is compelled to kill for it.” Exhibit A for much of this discussion is Norwegian mass murderer Anders Behring Breivik, who killed 77 compatriots, mostly young, as a protest against Islam, immigration policy, and a bundle of related far-right causes. Turrettini’s account veers into territory that American readers may have trouble accommodating, for the dominant social ideology in Norway, she writes, is a sense of togetherness that manifests itself in de-emphasizing the individual: “Don’t think you are anything special,” runs one bit of advice that all schoolchildren learn by heart. Breivik’s insistence that he was special was one thing, but more pressing was the insistent search for scapegoats for society’s flaws, scapegoats who form a stratum “comprising anyone not like them.” Though some of the social psychology is specific, then, to Scandinavia, the author’s larger argument has wide application: namely, that by overlooking announcements of intent, in effect, that these killers often make before acting, law enforcement officials will miss the lone wolf killers among us. “Unless law enforcement focuses on psychology more than criminal history,” she writes darkly, “men like Breivik will escape detection until it is too late.”
An urgent but evenhanded treatise that deserves a wide readership.Pub Date: Nov. 15, 2015
ISBN: 978-1-60598-910-5
Page Count: 272
Publisher: Pegasus
Review Posted Online: Aug. 14, 2015
Kirkus Reviews Issue: Sept. 1, 2015
BOOK REVIEW
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
The Stoics did much better with the much shorter Enchiridion.
A follow-on to the author’s garbled but popular 48 Laws of Power, promising that readers will learn how to win friends and influence people, to say nothing of outfoxing all those “toxic types” out in the world.
Greene (Mastery, 2012, etc.) begins with a big sell, averring that his book “is designed to immerse you in all aspects of human behavior and illuminate its root causes.” To gauge by this fat compendium, human behavior is mostly rotten, a presumption that fits with the author’s neo-Machiavellian program of self-validation and eventual strategic supremacy. The author works to formula: First, state a “law,” such as “confront your dark side” or “know your limits,” the latter of which seems pale compared to the Delphic oracle’s “nothing in excess.” Next, elaborate on that law with what might seem to be as plain as day: “Losing contact with reality, we make irrational decisions. That is why our success often does not last.” One imagines there might be other reasons for the evanescence of glory, but there you go. Finally, spin out a long tutelary yarn, seemingly the longer the better, to shore up the truism—in this case, the cometary rise and fall of one-time Disney CEO Michael Eisner, with the warning, “his fate could easily be yours, albeit most likely on a smaller scale,” which ranks right up there with the fortuneteller’s “I sense that someone you know has died" in orders of probability. It’s enough to inspire a new law: Beware of those who spend too much time telling you what you already know, even when it’s dressed up in fresh-sounding terms. “Continually mix the visceral with the analytic” is the language of a consultant’s report, more important-sounding than “go with your gut but use your head, too.”
The Stoics did much better with the much shorter Enchiridion.Pub Date: Oct. 23, 2018
ISBN: 978-0-525-42814-5
Page Count: 580
Publisher: Viking
Review Posted Online: July 30, 2018
Kirkus Reviews Issue: Aug. 15, 2018
BOOK REVIEW
BOOK REVIEW
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