In the end, Dray’s account is evenhanded—not all bosses are bad, not all activists good—but it is clear where his sympathies...
Exemplary history of the American labor movement, from its time-shrouded beginnings to its murky present.
Working in the tradition of Eric Foner and Studs Terkel, Dray (Capitol Men: The Epic Story of Reconstruction Through the Lives of the First Black Congressmen, 2008, etc.) tells a story of heroes and villains. At the dawn of the republic, he writes, came the “country’s fervent hope that its democratic virtues would forge sufficient regard between labor and capital.” Alas, it would not be so, and the author locates the origins of a homegrown labor movement in that early avatar of the Industrial Revolution, the mill town of Lowell, Mass.—a movement that was launched by “an unassuming young woman off the farm” who would not take being oppressed by the bosses. As the narrative progresses, a few trends become apparent: the continued recalcitrance of capital when it came to sharing wealth and the increased militancy of labor, especially when its ranks were swelled by immigrants who had been oppressed enough in their home countries. During the nation’s centennial year, there were massive strikes and demonstrations. One sterling example was a “standoff” in Susquehanna, Pa., over fair pay, which showed to the workers how powerful they were in their ability to halt commerce over vast distances—and showed to the bosses how “clearing railroad tracks of belligerent people required soldiers with guns.” Dray revisits some of the usual stations on labor’s way, from Lowell to Ludlow, from Haymarket Square to the ill-fated 1981 PATCO strike, but he also capably introduces lesser-known incidents and characters into the picture, as well as unexpected foes of organized labor, such as Bobby Kennedy.
In the end, Dray’s account is evenhanded—not all bosses are bad, not all activists good—but it is clear where his sympathies lie, especially in his prescriptions for a renewed international labor movement for the future.Pub Date: Sept. 14, 2010
ISBN: 978-0-385-52629-6
Page Count: 784
Publisher: Doubleday
Review Posted Online: June 16, 2010
Kirkus Reviews Issue: July 1, 2010
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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