Levitin’s story is a fascinating piece of work, written with authority, empathy, and occasional humor.
A leading researcher delves into the unique healing powers of music.
Most people have certain pieces of music that improve their mood or make them tap their foot. Levitin, a respected neuroscientist and cognitive psychologist with a long list of academic and artistic qualifications, has been studying this phenomenon for years, using MRI and other advanced technologies to find out what is going on inside the brain. He delved into this area in his books This Is Your Brain on Music and The World in Six Songs, and this book extends and updates his research. Listening to music activates certain areas of the brain, and the aim is to use that increased stimulation to help areas that have been damaged by illness or are malfunctioning to produce depression or other mental problems. Levitin has had significant success using music as a form of treatment, although he acknowledges that there is still much about neuroanatomy that is unknown. Using it for movement problems has been the area that has shown the most promise, and the chapter on treating Parkinson’s disease is illustrative of what can be achieved. There has also been success with treating PTSD, helping sufferers reconnect with their pre-trauma identities. The author emphasizes that there are no magic bullets, and not everyone responds. Moreover, each patient has to find a piece of music—or a genre or style—that speaks to them. Nonetheless, Levitin is convincing in his argument that this area potentially offers an alternative or supplement to pharmacological methods. Informative and enjoyable, this book is for anyone interested in how the practice of medicine is expanding, and it’s a must-read for fans of the author’s previous books on music and the brain.
Levitin’s story is a fascinating piece of work, written with authority, empathy, and occasional humor.Pub Date: Aug. 27, 2024
ISBN: 9781324036180
Page Count: 432
Publisher: Norton
Review Posted Online: May 4, 2024
Kirkus Reviews Issue: June 1, 2024
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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