An urgent, timely, and compelling message with nearly limitless implications.
The consequences of unfettered avarice.
New York Times global economics correspondent Goodman mounts a scathing critique of the greed, narcissism, and hypocrisy that characterize those in “the stratosphere of the globe-trotting class,” many of whom gather at the annual World Economic Forum held in the Swiss Alpine town of Davos. Davos Man—an epithet coined by political scientist Samuel Huntington—is “an unusual predator whose power comes in part from his keen ability to adopt the guise of an ally.” The “relentless plunder” perpetrated by Davos Man, Goodman argues persuasively, “is the decisive force behind the rise of right-wing populist movements around the world,” leading to widening economic inequality, intense public anger, and dire threats to democracy. The author closely examines five individuals: private equity magnate Stephen Schwarzman; JPMorgan Chase executive Jamie Dimon; asset manager Larry Fink; Amazon’s Jeff Bezos; and Salesforce founder and CEO Marc Benioff, who promotes himself as “the most empathetic corporate chieftain.” At the same time that these men broadcast their concern for social justice, they enrich themselves by manipulating economies, lobbying politicians, eviscerating regulations, weakening government oversight, and extracting huge tax benefits. Fink’s professed concern for the environment, for example, is really an alarm about risk to investments: “In a world under assault by rising seas and turbulent weather, how safe was real estate, and what were the implications for mortgage-backed securities?” During the mortgage crisis, Schwarzman’s company bought foreclosed properties, amassing a large inventory that it leased to desperate renters. With their yachts, multiple mansions, and private islands, they prove themselves “unmoored from the rest of human experience.” Reining in Davos Man, Goodman asserts, “can happen only through the exercise of democracy—by unleashing strategies centered on boosting wages and working opportunities, by erecting new forms of social insurance, by reviving and enforcing antitrust law, by modernizing the tax code to focus on wealth.”
An urgent, timely, and compelling message with nearly limitless implications.Pub Date: Jan. 18, 2022
ISBN: 978-0-06-307830-7
Page Count: 480
Publisher: Custom House/Morrow
Review Posted Online: Nov. 9, 2021
Kirkus Reviews Issue: Dec. 1, 2021
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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