A well-researched but unbalanced study of the interelation of race and labor in American history. Bancroft Prizewinning historian Jones (Brandeis Univ.; The Dispossesed, 1992; Labor of Love, Labor of Sorrow, 1985) sets out to explore how and why black and white workers have been treated differently throughout American history, both before and after emancipation. Her study begins with a look at the failed policy of enslaving Indians and the subsequent practice of importing African slaves. Some black slaves in the South won or bought their freedom, but most free blacks found themselves either with few prospects as far as skilled labor was concerned or compelled to work for the same people to whom they had been enslaved. Meanwhile, in the mostly ``free'' North, job competition between free blacks and whites often exploded in violence; immigrants from Ireland and elsewhere would destroy black property and assault African-Americans who they felt were vying for their jobs. This is one of the primary paradoxes that Jones addresses: White Americans in the 19th and 20th centuries could simultaneously view blacks as intellectually and functionally inferior and yet fear that these perceived inferiors could take their jobs. The truth, of course, is that prejudicial hiring practices kept this from happening, even after the passing of civil rights legislation in the 20th century. Unions, while giving lip service to brotherhood and equality, were likewise discriminatory toward racial minorities. Disappointingly, Jones devotes much of the book to the period from early settlements up to the Civil War. The discussion of work-related discrimination in the 20th century, by contrast, seems too terse and insufficiently detailed. For instance, the fate of the laws meant to enforce equal opportunity and affirmative action doesn't get the close attention that it requires. In the end, the subject is probably too large for one volume. Nonetheless, this is a useful and sobering work. (34 b&w photos, not seen)
Pub Date: Jan. 1, 1998
ISBN: 0-393-04561-7
Page Count: 512
Publisher: Norton
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: Dec. 1, 1997
BOOK REVIEW
BOOK REVIEW
BOOK REVIEW
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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