It's hard to imagine who conservative economist Sowell (Hoover Institution) had in mind as readers for this introductory textbook/polemic. At an undergraduate level, Sowell plods superficially through an economist's view of Marx. His lack of engagement with the serious literature on his subject is embarrassingly clear when he makes much of the alleged fact that "much of the modern economic literature" discusses Marxism "without a single reference to anything actually written by Karl Marx." The main culprit turns out to be Paul Samuelson, who, whatever else he may be, is no Marx scholar. Sowell's solution is to have lots of references to Marx. Filling in some of the theoretical background—which consists largely of uninformed discussions of Hegel and of so-called materialist and idealist philosophical traditions—Sowell tries to take an objective point of view, explaining his ideas about history and economics in a simple dry style. When he gets to a concluding chapter of assessment, however, Sower lets loose. On the economic level his main target is the Marxist theory of exploitation, which economists have been kicking around for decades. Sowell concentrates his attack on Marx's inability to understand the role of entrepreneurship and its attendant values of hard work, creativity, etc. On a political level, Sowell descends a few steps. In his esposition of Marx, Sowell describes his dictatorial character as it was displayed in his political activity; later, he turns this into evidence of Marxism's inherent tendency toward totalitarianism (or, rather, the twin symbols of the gulag and Cambodia). Sowell's problems of perspective are revealed in this notion of a big question: "Whether Marx would have gone as far as Lenin or Stalin or Poi Pot is one of the great unanswerable questions of history." History is not one of Sowell's strong suits—nor is the critical analysis of Marxism.
Pub Date: March 15, 1985
ISBN: 0786100079
Page Count: -
Publisher: Morrow/HarperCollins
Review Posted Online: May 23, 2012
Kirkus Reviews Issue: Feb. 15, 1985
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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