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SOUL SEARCHING

WHY PSYCHOTHERAPY MUST PROMOTE MORAL RESPONSIBILITY

A ringing, persuasive call for injecting moral considerations- -both personal and political— into the often self-oriented world of psychotherapy. A psychologist who is director of family therapy at the Univ. of Minnesota and coauthor of Medical Family Therapy (not reviewed), Doherty rightly decries the fact that therapists tend to be ``more comfortable with the language of techniques than with the language of morality.'' He advocates that clinicians help their clients not only to achieve greater self-fulfillment but to become sensitive to interpersonal ethics—such as commitment to relationships and the need for just behavior and truthfulness in those relationships. Similarly, while mental health professionals sometimes reduce clients' communal and political activism to an escape from emotional problems, Doherty asks, ``Are we helping clients create psychological cocoons for themselves at the expense of their communities?'' Along with such contemporary communitarian thinkers as Amitai Etzioni and Mary Ann Glendon, he extols engagement in larger societal concerns as beneficial for individual psychic health as well as for the common weal. Doherty concludes with short sections on how the therapist might strive towards a moral practice, exploring such concepts as personal courage (i.e., in clinical interventions). His final short, helpful section tells how to find a morally good therapist. Doherty's approach is balanced, for he does not believe that therapists should be ethically prescriptive but that they should serve as ``moral consultants.'' Still, once or twice, Doherty goes too far, as when he relates giving a client her senator's phone number when she raises concerns about US policy during the Gulf War. And his chapter on prudence (in interpretations or other interventions) seems less about morality than about good clinical practice. Overall, a finely nuanced, beautifully written work, one that is rich in case studies and should help clinicians and patients alike to move therapy beyond the morally sterile culture of narcissism in which it's too often stuck.

Pub Date: April 26, 1995

ISBN: 0-465-02068-2

Page Count: 224

Publisher: Basic Books

Review Posted Online: May 19, 2010

Kirkus Reviews Issue: March 1, 1995

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THINKING, FAST AND SLOW

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

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THE CULTURE MAP

BREAKING THROUGH THE INVISIBLE BOUNDARIES OF GLOBAL BUSINESS

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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