Having ably dissected humiliation in his 1993 book of that title, Miller now sets his keen insights on something even more fundamental to the human condition: disgust. It is easy to dismiss disgust as a mere gut-level twinge; after all, the word (and thus, to some extent, the concept) did not even enter the English language until the 17th century. But Miller convincingly argues for disgust's wide-ranging cultural influence, ``the important role it plays in organizing and internalizing many of our attitudes towards the moral, social, and political domains.'' With an Aristotelian zeal and thoroughness, he proceeds to explore the ramifications of disgust's various manifestations, from its role as the strict guardian of social hierarchies to its place as the gentle handmaiden of civilization. These are impressive credentials, considering its origins in what Miller terms ``life soup, the roiling stuff of eating, defecation, fornication, generation, death, rot, and regeneration.'' Miller argues that disgust ``uses'' this very raw material for two distinct purposes. The first is a Freudian kind of superego short- circuiting of unconscious desire (i.e., the incest taboo). The second is to prevent excess (think of the self-loathing that often accompanies hangovers). While his sociopolitical/moral analyses of the workings of disgust are thorough and convincing, Miller spends little time on disgust's necessary opposite, desire. He also fails to consider the possible evolutionary functions of disgust. From food taboos to table manners, its specificities are often culturally constructed, but we all have the capacity and drive to be disgusted. Was this to help us avoid the rotten, the diseased, the unhealthy? Like many books on single subjects, this is sometimes overzealous in its interpretations—disgust seems to lurk in every corner of social life—but Miller has done a tasteful and intelligent job of shedding light on the muck of our most visceral and primordial emotion.
Pub Date: March 1, 1997
ISBN: 0-674-03154-7
Page Count: 320
Publisher: Harvard Univ.
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: Jan. 15, 1997
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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