A clear demonstration that the kids are all right. Now lead, follow, or get out of their way.
Founders and supporters of the progressive Sunrise Movement join forces to argue for the Green New Deal.
In this urgent collection, edited by Sunrise leaders Prakash and Girgenti, the contributions cohere into a difficult-to-disparage—logically, at least, if not politically—argument for immediate change. “The Green New Deal,” writes Rhiana Gunn-Wright, who helped create the concept with Alexandria Ocasio-Cortez, “is a proposal for a ten-year economic mobilization to rapidly transition the U.S. to a zero-carbon economy, and in doing so to regenerate and reorganize the U.S. economy in ways that significantly reduce inequality and redress legacies of systemic oppression.” She continues later, “[it] is a new policy vision—one that will guide government and society through the biggest task in modern history: decarbonizing our global economy within the next ten to twenty years.” It seems like an inarguable, necessary proposition, but not in a political system that perpetuates economic inequality and ensures that the poor stay poor and the rich get richer. Addressing politics, science, economics, racism, and income inequality, among other topics, the contributors eviscerate the opposition to a movement that could not only change everything for the better, but save a world moving toward extinction. Though the reading is sometimes intellectually intense to the point of exhaustion, the editors wisely break up the rhetoric with personal stories from people whose regions will be inevitably affected by climate change. There are also moving personal narratives from the children who occupied Nancy Pelosi’s office in 2018. Arrested by Capitol Police, they earned acclaim from Ocasio-Cortez and others. These incisive essays provide a clear blueprint for creating solutions regarding the climate crisis, standing up for appropriate representation, and uniting disparate forces to build a better world. Among the other contributors are Bill McKibben, Naomi Klein, William Barber II, Joseph Stiglitz, Kate Aronoff, and David Wallace-Wells.
A clear demonstration that the kids are all right. Now lead, follow, or get out of their way.Pub Date: Aug. 25, 2020
ISBN: 978-1-982142-43-8
Page Count: 256
Publisher: Simon & Schuster
Review Posted Online: May 29, 2020
Kirkus Reviews Issue: June 15, 2020
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
© Copyright 2026 Kirkus Media LLC. All Rights Reserved.
Follow
Popular in this Genre
We can’t wait for you to join Kirkus!
It’s free and takes less than 10 seconds!
Already have an account? Log in.
OR
Sign in with GoogleTrouble signing in? Retrieve credentials.
Welcome Back!
OR
Sign in with GoogleTrouble signing in? Retrieve credentials.
