A timely, essential guide to understanding and molding our behaviors to achieve better results in our ever changing...
The nuances of creating a proactive, positively charged habitual life.
Wood (Psychology and Business/Univ. of Southern California) has spent her career amassing research material to support theories that human behavior is best controlled with habitual repetition rather than willpower and good intentions, which are often not nearly enough to shift everyday activity. The author believes that in order to change behavior, the mechanics of habit formation must be understood first. Wood persuasively instructs readers with an informative amalgam of data, graduate training experiments, and psychological theories on conscious thought and rewiring desire and mannerisms. She notes that the same learning mechanisms responsible for bad habits also control good ones. “Going to the gym regularly and smoking a couple of cigarettes a day are the same,” she writes, with the difference being how our habitual selves perceive and strive for personal goals. Wood notes that recent scientific studies reveal just how difficult human behavior is to change over the long term, but this data is also arming people with better game plans to disrupt the forces behind destructive patterns. Perhaps the most practical aspect of the book is the focus on functional tools and principles to interrupt and overcome the kinds of habits that prevent people from attaining more fruitful livelihoods and overall contentment. It is possible to achieve what she calls a “habit life” free from negative influences through the systematic replacement of poor habits with new ones that are beneficial and become just as familiar and comfortable. She instructs readers to disable the compulsive cues that engage such potentially bad behavior as overeating, distracted driving, and online shopping. When applied to real-life situations and acknowledged by readers seeking true behavioral reengineering, her research and valuable perspectives offer both hope and the possibility for a more manageable, productive life. A practical and cautionary story about how to break the cellphone habit concludes this intelligent assessment with encouragement.
A timely, essential guide to understanding and molding our behaviors to achieve better results in our ever changing lifestyles.Pub Date: Oct. 1, 2019
ISBN: 978-1-250-15907-6
Page Count: 320
Publisher: Farrar, Straus and Giroux
Review Posted Online: Aug. 3, 2019
Kirkus Reviews Issue: Sept. 1, 2019
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
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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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