Readers of like-minded political bent will find Piketty’s arguments powerful, if a touch arid.
The noted French economist makes the case for overhauling the global economy to provide greater equality.
“In a large-scale federal community, bound by agreements on the free movement of goods, people, and capital, it is logical to entrust a central government with the key role for the taxes, ensuring the greatest redistribution.” So writes Piketty in a statement guaranteed to induce howling fits in strict libertarians. Advocating a technocratic, even bureaucratic socialism in this collection of columns from Le Monde, the author builds a careful case. The world hasn’t become poorer, writes Piketty, but the world’s governments have, thanks to a widespread program of corporate tax breaks and other economic concessions to people who do not need them. This immiseration of government has significant effects, one of the most visible of which is an impoverishment of the educational system. Inequality results from the fact that private wealth has been rising far faster than public wealth has been declining. “There is absolutely no sense in making tax gifts to groups who are old and wealthy and have already done very well in recent decades,” Piketty argues sensibly. He urges governments to impose both hefty estate taxes and far higher graduated income taxes, and he also suggests that at the age of 25, young people be given outright grants of $150,000 or so to help lift them up in the marketplace and encourage innovation and economic diversity. With such a boost, it would be possible for those young people to start their own businesses and take risks instead of settling in desperation for whatever job comes along. Piketty’s arguments are piecemeal and sometimes written as if for fellow economists, with his proposed reforms coming one after another. Readers might have found it more useful had he used his columns as a mine for a more coherent argument rather than reprinting. Still, each page offers an interesting provocation.
Readers of like-minded political bent will find Piketty’s arguments powerful, if a touch arid.Pub Date: Oct. 26, 2021
ISBN: 978-0-300-25966-7
Page Count: 360
Publisher: Yale Univ.
Review Posted Online: Aug. 12, 2021
Kirkus Reviews Issue: Sept. 1, 2021
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
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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