A gentle, clear, and accessible hornbook that should crowd out many other general texts.
In just a few easy lessons, economics journalist Wheelan can teach the most innocent reader to think like an economist.
In an effortless, sprightly manner, Wheelan takes us from basic concepts to the most current economic difficulties. Old Man Malthus was wrong, we now know (there’s plenty to eat), but the once-dismal science still has direct application to our present-day lives. The amoral marketplace is not a zero-sum game, but sometimes the market, like French democracy, doesn’t quite work right. That’s why Honda Civics lose head-on confrontations with Ford Explorers. Can you explain why Israel’s gross domestic product is twice that of Saudi Arabia? Maximizing utility, incentive, and human capital may have something to do with it, and so may public policy, as the author demonstrates. He intelligibly bares consequential concepts like “adverse selection,” “deadweight loss,” “asymmetry of information,” and “purchasing power parity”; he nicely explains the difference between fiscal and monetary policy and the Fed’s job, as well as why it matters. Just how economic depression and virulent inflation wreak havoc is made clear. He tells us why the role of our government is largely helpful. (Are you really able to get bin Laden on your own?) Of course, when it comes to government intervention, there are cons along with the pros. (Health care, for example.) Are you discomfited by the policies of the World Bank or the activities of the IMF? Keep reading. You will probably be convinced that on the whole and in the long run globalization is a good thing. (Whether historical forces will work against it and bring on a worldwide depression is yet to be seen). The workings of the financial markets are made simple. Meanwhile, Wheelan’s investment advice, conforming to the immutable laws of economics, is patently sane: save, invest, diversify for the long run, and eschew get-rich-quick schemes.
A gentle, clear, and accessible hornbook that should crowd out many other general texts.Pub Date: Sept. 1, 2002
ISBN: 0-393-04982-5
Page Count: 288
Publisher: Norton
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: June 15, 2002
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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