- File Size: 1400 KB
- Print Length: 624 pages
- Publisher: Penguin Books (October 23, 2018)
- Publication Date: October 23, 2018
- Sold by: Penguin Group (USA) LLC
- Language: English
- ASIN: B07BJLX414
- Text-to-Speech: Enabled
- Word Wise: Enabled
- Lending: Not Enabled
- Amazon Best Sellers Rank: #11,657 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
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From the Publisher
“The writing is engaging and the ideas are fascinating… we could all use the insights Greene provides.... a hopeful book that advocates freedom and creativity.” -- Quartz
"The lessons have profound implications. There's a chapter on reading body language that is absolutely profound; each "law" has stunningly vivid descriptions of an historical figure.” -- Inc.
“The Laws of Human Nature provides some first-rate comprehensive and in-depth information about how to deal with our fellow human beings effectively. Greene’s intense curiosity about the inner workings of humanity is contagious, as he invites us to join him as fellow sleuths on his investigation of why people, including ourselves, do what we do. He rightly (and frequently) reminds us that in order to understand others, we must first and foremost understand what makes ourselves tick.” -- New York Journal of Books
"In this detailed and expansive guide, Greene (Mastery) seeks to … transform the reader into a 'calmer and more strategic observer,' immune to 'emotional drama.' Those are lofty promises, but even skeptics will become believers after diving into Greene’s well-organized text. Overcoming the “law of irrationality,” for instance, leads to the ability to “open your mind to what is really happening, as opposed to what you are feeling.” Greene’s thoughtful examination of self and society will, for the committed reader, deliver a refreshing and revitalizing perspective." -- Publishers Weekly
Praise for Robert Greene:
"Greene's specialty is analyzing the lives and philosophies of historical figures like Sun Tzu and Napoleon, and extracting from them tips on how to manipulate people and situations--a cutthroat worldview that has earned him a devoted following among a like-minded readership of rappers, drug dealers and corporate executives." —The New York Times
Praise for The 48 Laws of Power:
"Machiavelli has a new rival. And Sun Tzu had better watch his back. Greene . . . has put together a checklist of ambitious behavior. Just reading the table of contents is enough to stir a little corner-office lust."—New York magazine
"Beguiling . . . literate . . . fascinating. A wry primer for people who desperately want to be on top."—People
"An heir to Machiavelli's Prince . . . gentler souls will find this book frightening, those whose moral compass is oriented solely to power will have a perfect vade mecum." —Publishers Weekly
"Satisfyingly dense and . . . literary, with fantastic examples of genius power-game players. It's The Rules meets In Pursuit of Wow! with a degree in comparative literature."—Allure
Excerpt. © Reprinted by permission. All rights reserved.
Master Your Emotional Self
The Law of Irrationality
You like to imagine yourself in control of your fate, consciously planning the course of your life as best you can. But you are largely unaware of how deeply your emotions dominate you. They make you veer toward ideas that soothe your ego. They make you look for evidence that confirms what you already want to believe. They make you see what you want to see, depending on your mood, and this disconnect from reality is the source of the bad decisions and negative patterns that haunt your life. Rationality is the ability to counteract these emotional effects, to think instead of react, to open your mind to what is really happening, as opposed to what you are feeling. It does not come naturally; it is a power we must cultivate, but in doing so we realize our greatest potential.
The Inner Athena
One day toward the end of the year 432 BC, the citizens of Athens received some very disturbing news: representatives from the city-state of Sparta had arrived in town and presented to the Athenian governing council new terms of peace. If Athens did not agree to these terms, then Sparta would declare war. Sparta was Athens's archenemy and in many ways its polar opposite. Athens led a league of democratic states in the region, while Sparta led a confederation of oligarchies, known as the Peloponnesians. Athens depended on its navy and on its wealth-it was the preeminent commercial power in the Mediterranean. Sparta depended on its army. It was a total military state. Up until then, the two powers had largely avoided a direct war because the consequences could be devastating-not only could the defeated side lose its influence in the region, but its whole way of life could be put in jeopardy-certainly for Athens its democracy and its wealth. Now, however, war seemed inevitable and a sense of impending doom quickly settled on the city.
A few days later, the Athenian Assembly met on the Pnyx Hill overlooking the Acropolis to debate the Spartan ultimatum and decide what to do. The Assembly was open to all male citizens, and on that day close to ten thousand of them crowded on the hill to participate in the debate. The hawks among them were in a state of great agitation-Athens should seize the initiative and attack Sparta first, they said. Others reminded them that in a land battle the Spartan forces were nearly unbeatable. Attacking Sparta in this way would play straight into their hands. The doves were all in favor of accepting the peace terms, but as many pointed out, that would only show fear and embolden the Spartans. It would only give them more time to enlarge their army. Back and forth went the debate, with emotions getting heated, people shouting, and no satisfactory solution in sight.
Then toward the end of the afternoon, the crowd suddenly grew quiet as a familiar figure stepped forward to address the Assembly. This was Pericles, the elder statesman of Athenian politics, now over sixty years old. Pericles was beloved, and his opinion would matter more than anyone's, but despite the Athenians' respect for him, they found him a very peculiar leader-more of a philosopher than a politician. To those old enough to remember the start of his career, it was truly surprising how powerful and successful he had become. He did nothing the usual way.
In the earliest years of their democracy, before Pericles had appeared on the scene, the Athenians had preferred a certain personality type in their leaders-men who could give an inspiring, persuasive speech and had a flair for drama. On the battlefield these men were risk takers; they often pushed for military campaigns that they could lead, giving them a chance to gain glory and attention. They advanced their careers by representing some faction in the Assembly-landowners, soldiers, aristocrats-and doing everything they could to further its interests. This led to highly divisive politics. Leaders would rise and fall in cycles of a few years, but the Athenians were fine with this; they mistrusted anyone who lasted long in power.
Then Pericles entered public life around 463 BC, and Athenian politics would never be the same. His first move was the most unusual of all. Although he came from an illustrious aristocratic family, he allied himself with the growing lower and middle classes of the city-farmers, oarsmen in the navy, the craftsmen who were the pride of Athens. He worked to increase their voice in the Assembly and give them greater power in the democracy. This was not some small faction he now led but the majority of Athenian citizens. It would seem impossible to control such a large, unruly mob of men, with their varied interests, but he was so fervent in increasing their power that he slowly gained their trust and backing.
As his influence grew, he started to assert himself in the Assembly and alter its policies. He argued against expanding Athens's democratic empire. He feared the Athenians would overreach and lose control. He worked to consolidate the empire and strengthen existing alliances. When it came to war and to serving as a general, he strove to limit campaigns and to win through maneuvers, with minimal loss of lives. To many this seemed unheroic, but as these policies took effect, the city entered a period of unprecedented prosperity. There were no more needless wars to drain the coffers, and the empire was functioning more smoothly than ever.
What Pericles did with the growing surplus of money startled and amazed the citizenry: instead of using it to buy political favors, he initiated a massive public building project in Athens. He commissioned temples, theaters, and concert halls, putting all of the Athenian craftsmen to work. Everywhere one looked, the city was becoming more sublimely beautiful. He favored a form of architecture that reflected his personal aesthetics-ordered, highly geometric, monumental yet soothing to the eye. His greatest commission was that of the Parthenon, with its enormous forty-foot statue of Athena. Athena was the guiding spirit of Athens, the goddess of wisdom and practical intelligence. She represented all of the values Pericles wanted to promote. Singlehandedly Pericles had transformed the look and spirit of Athens, and it entered a golden age in all of the arts and sciences.
What was perhaps the strangest quality of Pericles was his speaking style-restrained and dignified. He did not go in for the usual flights of rhetoric. Instead, he worked to convince an audience through airtight arguments. This would make people listen closely, as they followed the interesting course of his logic. The style was compelling and calming.
Unlike any of the other leaders, Pericles remained in power year after year, decade after decade, putting his total stamp on the city in his quiet, unobtrusive way. He had his enemies. This was inevitable. He had stayed in power so long that many accused him of being a secret dictator. He was suspected of being an atheist, a man who scoffed at all traditions. That would explain why he was so peculiar. But nobody could argue against the results of his leadership.
And so now, as he began to address the Assembly that afternoon, his opinion on war with Sparta would carry the most weight, and a hush came over the crowd as they anxiously waited to hear his argument.
"Athenians," he began, "my views are the same as ever: I am against making any concessions to the Peloponnesians, even though I am aware that the enthusiastic state of mind in which people are persuaded to enter upon a war is not retained when it comes to action, and that people's minds are altered by the course of events." Differences between Athens and Sparta were supposed to be settled through neutral arbitrators, he reminded them. It would set a dangerous precedent if they gave in to the Spartans' unilateral demands. Where would it end? Yes, a direct land battle with Sparta would be suicide. What he proposed instead was a completely novel form of warfare-limited and defensive.
He would bring within the walls of Athens all those living in the area. Let the Spartans come and try to lure us into fighting, he said; let them lay waste to our lands. We will not take the bait; we will not fight them on land. With our access to the sea we will keep the city supplied. We will use our navy to raid their coastal towns. As time goes on, they will grow frustrated by the lack of battle. Having to feed and supply their standing army, they will run out of money. Their allies will bicker among themselves. The war party within Sparta will be discredited and a real lasting peace will be agreed upon, all with minimal expenditure of lives and money on our part.
"I could give you many other reasons," he concluded, "why you should feel confident in ultimate victory, if only you will make up your minds not to add to the empire while the war is in progress, and not to go out of your way to involve yourselves in new perils. What I fear is not the enemy's strategy but our own mistakes." The novelty of what he was proposing aroused great debate. Neither hawks nor doves were satisfied with his plan, but in the end, his reputation for wisdom carried the day and his strategy was approved. Several months later the fateful war began.
In the beginning, all did not proceed as Pericles had envisioned. The Spartans and their allies did not grow frustrated as the war dragged on, but only bolder. The Athenians were the ones to become discouraged, seeing their lands destroyed without retaliation. But Pericles believed his plan could not fail as long as the Athenians remained patient. Then, in the second year of the war, an unexpected disaster upended everything: a powerful plague entered the city; with so many people packed within the walls it spread quickly, killing over one third of the citizenry and decimating the ranks of the army. Pericles himself caught the disease, and as he lay dying he witnessed the ultimate nightmare: all that he had done for Athens over so many decades seemed to unravel at once, the people descending into group delirium until it was every man for himself. If he had survived, he almost certainly would have found a way to calm the Athenians down and broker an acceptable peace with Sparta, or adjust his defensive strategy, but now it was too late.
Strangely enough, the Athenians did not mourn for their leader. They blamed him for the plague and railed at the ineffectiveness of his strategy. They were not in a mood anymore for patience or restraint. He had outlived his time, and his ideas were now seen as the tired reactions of an old man. Their love of Pericles had turned to hate. With him no longer there, the factions returned with a vengeance. The war party became popular. The party fed off the people's growing bitterness toward the Spartans, who had used the plague to advance their positions. The hawks promised they would regain the initiative and crush the Spartans with an offensive strategy. For many Athenians, such words came as a great relief, a release of pent-up emotions.
As the city slowly recovered from the plague, the Athenians managed to gain the upper hand, and the Spartans sued for peace. Wanting to completely defeat their enemy, the Athenians pressed their advantage, only to find the Spartans recover and turn the tables. Back and forth it went, year after year. The violence and bitterness on both sides increased. At one point Athens attacked the island of Melos, a Spartan ally, and when the Melians surrendered, the Athenians voted to kill all of their men and sell the women and children into slavery. Nothing remotely like this had ever happened under Pericles.
Then, after so many years of a war without end, in 415 BC several Athenian leaders had an interesting idea about how to deliver the fatal blow. The city-state of Syracuse was the rising power on the island of Sicily. Syracuse was a critical ally of the Spartans, supplying them with much-needed resources. If the Athenians, with their great navy, could launch an expedition and take control of Syracuse, they would gain two advantages: it would add to their empire, and it would deprive Sparta of the resources it needed to continue the war. The Assembly voted to send sixty ships with an appropriate-sized army on board to accomplish this goal.
One of the commanders assigned to this expedition, Nicias, had great doubts as to the wisdom of this plan. He feared the Athenians were underestimating the strength of Syracuse. He laid out all of the possible negative scenarios; only a much larger expedition could ensure victory. He wanted to squelch the plan, but his argument had the opposite effect. If a larger expedition was necessary, then that was what they would send-one hundred ships and double the number of soldiers. The Athenians smelled victory in this strategy and nothing would deter them.
In the ensuing days, Athenians of all ages could be seen in the streets drawing maps of Sicily, dreaming of the riches that would pour into Athens and the final humiliation of the Spartans. The day of the launching of the ships turned into a great holiday and the most awe-inspiring spectacle they had ever seen-an enormous armada filling the harbor as far as the eye could see, the ships beautifully decorated, the soldiers, glistening in their armor, crowding the decks. It was a dazzling display of the wealth and power of Athens.
As the months went by, the Athenians desperately sought news of the expedition. At one point, through the sheer size of the force, it seemed that Athens had gained the advantage and had laid siege to Syracuse. But at the last moment, reinforcements arrived from Sparta, and now the Athenians were on the defensive. Nicias sent off a letter to the Assembly describing this negative turn of events. He recommended either giving up and returning to Athens, or the sending of reinforcements right away. Unwilling to believe in the possibility of defeat, the Athenians voted to send reinforcements-a second armada of ships almost as large as the first. In the months after this, the Athenians' anxiety reached new heights-for now the stakes had been doubled and Athens could not afford to lose.
One day a barber in Athens's port town of Piraeus heard a rumor from a customer that the Athenian expedition, every ship and almost every man, had been wiped out in battle. The rumor quickly spread to Athens. It was hard to believe, but slowly panic set in. A week later the rumor was confirmed and Athens seemed doomed, drained of money, ships, and men.--This text refers to the hardcover edition.
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You can tell he put an incredible amount of research into the topic of human nature. As I read the introduction and saw the authorities he was going to cite to make his points, I was glued and kept turning the page to see how he would pull it off. I noticed subtle changes to his style—the chapters are longer, he’s more often quoting scientific principles instead of historical examples, and each law is stuffed with definitions of different cognitive biases we all suffer from. Each time he told the story of an historical figure, I read with curiosity to find out how he would use their experience to make his point. I was disappointed with the results. It came across to me as Greene offering encyclopedic knowledge of the subjects rather than presenting insightful takeaways. After a few chapters I soon lost interest and ended up skimming the rest.
This made me question why I lost interest in this book after being hooked to his previous ones—was the problem him or me? I had to compare this to his older books to find out.
You can tell this book looks slightly different from his previous ones without buying it: it doesn’t pull you in with beautiful graphic design like his other books do; the table of contents is minimal, unlike his previous books where each section comes with a description; and the back cover will make you squint your eyes as it takes a second to comprehend.
The first law in The 48 Laws of Power is “Never Outshine the Master”. It’s 7 pages. It starts with a 3 sentence “judgement”, followed by two memorable stories: one “transgression of the law” and one “observance of the law”, with his interpretations after each. He wraps it up with his “keys to power”, which peppers in more historical examples. On the sides of the pages are quotes, poems, and short stories, all related to the law. The graphic design and color makes it easy to scan. It’s smart, easy to read, and easy to remember.
Now look at the first chapter in this book. Its 28 pages. “Master Your Emotional Self”. A longer 6 sentence description. The first six pages are a story of the law and the remaining 22 are about his observations and lessons. Instead of using historical examples to persuade us, he’s quoting scientific studies and explaining different cognitive biases. The whole design is black and white, and just one quote at the end of the chapter. Instead of leaving the chapter remembering a compelling narrative about the dangers of throwing a nicer party than your boss, I’m left with a hazy memory of him listing a few cognitive biases that I generally already knew about and agreed with.
I know this is a small sample size, but it shows the main differences: Human Nature is longer, trades stories for science and lectures, less memorable, and not something you can pick up for ten minutes at a time.
This book doesn’t have the charm that makes Robert Greene’s other books classics. You wont find yourself quoting a law to someone, or picking it up off your bookshelf to read a chapter you found interesting a month from now, because thats not how it’s structured. It’s long and covers a wide variety of topics. At almost 600 pages, it feels like he sacrificed readability to fit in a few more topics he wants you to know about.
2nd day - Oh my god I have been repressing my essentially anger nature for years.
This book rapidly alerted me to the parts of myself that I have been trying to hide from myself for years.
In addition to that this book will give you a bunch of information on how to understand and interact with other people.
The change in format is not for the better nor is the execution. The real problem is that Greene goes on too long in his explanations of each law. It becomes boring at times. The discussion on narcissists borders on obsession. This book is closer to Mastery than it is his other works.
There's still much to like of course. I think his explanations of the laws are correct and useful. Just too much. The historical examples are excellent of course but there are too few of them.
If you are a Greene fan I think you'll see this one is different and just not up to the excellence of past works. Still enjoyable and worth the purchase. Just not overwhelmingly great.
As others have commented, there is a strange feel about this book. Almost as if this book had been written by a ghost writer instead of Robert Green.
Whereas previous books of him were poetic and insightful this one is naive, new edgy, and prosaic.
After much reflection, I returned both, the book and the audiobook.
You, however, need to make your own mind. I know it wasn’t easy for me to return a book from an author I admire.
Top international reviews
After six years of research on the subject of human nature, Robert Greene places his findings in a new gem, The Laws of Human Nature. He advises us, with copious historical examples, to let go of our tendency to judge people but rather to open our mind to seeing people in a new light.
Why six years?
In a digital age, where one could get books written in seconds, why would Greene choose to spend six years working on a book?
First, and this is my guess, Greene uses absence to create respect (Law 16 in The 48 Laws of Power). Second, he understands the dangers of not saturating the market with quantity but rather with quality books. With five classical books under his belt, he surely doesn't need to increase his reputation by publishing anything of mediocre quality.
What’s more important, Greene’s books are well researched. And good research in any subject takes time. The book speaks for itself.
Tell me more about the book…
Any Greene fan knows his books are punctuated with anecdotes. The Laws of Human Nature follows suit—in a typical Greenian structure—historical analogies, important keys and explicit summaries.
Whether or not Greene’s books should be found in the self-help shelves is a moot point. That said, The Laws of Human Nature, carries within it that motivational undertone. In Law 8 (Change Your Circumstances by Changing Your Attitude), for example, the author gives away free hint that helps the reader to elevate their minds from current realities. This is something you’d find in Jack Cranfield book, The Success Principles(2004). In this bright chapter, he advices us to go though life by understanding that attitude colours our perceptions. With example of the Russian author, Anton Chekov, the reader is reminded that life is what he/she desires it to be. These little sprinklings some would argue is un-Greene-like. Sentences like “get in the habit of writing your dreams down and pay deep attention to their feeling tone” would read strange to those who only see Greene as that Machiavellian lecturer. However, I would personally argue that this is refreshing.
In addition, his past works, especially Arts of Seduction(2001), Mastery(2012) and 33 Strategies of War(2006) stream into the pages of The Laws of Human Nature. Especially the part of self-mastery which is a strong thematic feature in Greene’s works. In Laws of Human Nature he reminds us to gauge our strengths and weaknesses and work on annihilating those weaknesses. Knowing ones character will help one in breaking what he calls “compulsive patterns”. However, our ability to find them in others puts us on another pedestal as we are able to sniff false fronts in this social media age. He reminds us that we must avoid weak characters as they are prone to quenching the good qualities an individual might possess. These individuals are enumerated in the toxic types, including but not limited to: the big talker, the personalizer, the pampered prince/princess. Anyone who has read Strategies of War would see some of these advice as a reminder.
What’s more, Greene has the capability to paint pictures in simple sentences. For example, on in Elevate Your perspectives (law 6)
“In a world that is complex, with myriad dangers that loom in the future, our short term tendencies pose a continual threat to our well-being and as our attention spans decrease because of technology, the threat is even greater. In many ways we are defined by our relationship to time. When we simply react to what we see and hear, when we swing from excitement and exuberance to fear and panic at each new piece of dramatic news, when we hear our actions toward gaining as much pleasures as possible in the moment without a thought for future consequences, we can say that we are giving in our animal nature, to what is primitive and potentially destructive in our neurological makeup.” (Greene, 2018:161). Such paragraphs leaves us with moments to reflect on contemporary nature of human coexistence.
For further discussion:
On Narcissistic Spectrum, Greene argues that another level of narcissism exist in entrepreneurs and “for many of these leader types,” he argues that their instability and chaos will be mirrored in the company or group they lead. They cannot forge a coherent structure or organisation. Everything must flow through them.” (Greene,2018:46) This argument is double edged: on one hand, he argues that they can’t build organisations. Elon Musk, Steve Jobs, Larry Ellison, just to mention these three come to mind here. Although these business icons fall under this spectrum but one could argue that they created companies and, sometimes, coherence exists. Narcissism carries its own advantages and perhaps, it needs to be buoyed for one to know how to use it one's satisfaction.
Why Four Stars?
As a Greene fan, I would have loved to make this five stars. But, in comparison to his other works, I don’t think The Laws of Human Nature has that sharpness the other books carry. However, I’d still recommend it to friends who are particularly interested in finding the self and understanding the human in others.
Well, Greene, as always in his works, leaves the reader to take his work as it is or leave it. Explaining a lot and leaving the audience to do the thinking themselves. There are a lot of open ended advices in the book but, overall, the book delivers it's message and shines a new light on features of human nature.
As Greene convalesces (after suffering from a fatal stroke), I wish him speedy recovery and more importantly, I’d give a piece of advice from his book: “people can recover much more quickly from illness through sheer desire and willpower.” I hope he recovers quickly.
And other than introducing yourself to you, it also helps you understand other people's character based on their behavioural pattern. One major change I have observed in Mr. Greene's writing is that in 48 Laws, the major theme was people would consciously try to harm you. But here in this new book, he goes on to say that most of the times, they might not even do it consciously. I really loved that concept as that is the reality.
Mr. Greene is one of the greatest interpreters of human behaviour ever. Thank you so much sir for such a great piece of writing. Reading this book was more of a spiritual experience to me.
There is so much to learn from this book. This tells you all the things to look out for in others as well as yourself.
The end result is you begin to analyse people and you learn to deal with them better.
The structure of the book is brilliant. Each chapter is like the following:
- First he tells the story of a historical figure displaying certain human characteristics.
- An interpretation of the story and events.
- Followed by 'The Keys to Human Nature' as to how and why we display such traits.
- And then it tells you ways of dealing with people who have the aforementioned characteristsics and see how you can find them in yourself.
It says at the back "You are about to become an apprentice in human nature." Indeed.
This is something you can refer to again and again. When you study each chapter and analyse yourself, you begin to see things in yourself that you weren't even aware of. Once you spot the human traits within you, you start to see them in others and this is where you think of strategies of dealing with people. This is what makes the book so enlightening.
It is very hard to look in the mirror and admit your flaws. But what really pays off is once you acknowledge your weaknesses, you become stronger, and a better person. Robert Greene writes in a friendly manner that makes you feel like you are taking advice from a wise teacher.
This book has improved my life. In fact it's getting better at understanding myself and the people around me.
Once you study the book thoroughly your perspective will change definitely about people and yourself. You will be able to predict people’s moves and also why they act the way they do. You will save time and energy from small as well as grave mistakes you might have committed. And last but not the least you will be able to turn the tables in any adverse situations.
Every chapter here encompasses the attractive, machiavellion, ugly and tabuu psyche of human behaviour and worms deeply into the core roots of such, and how to be aware of these in yourself as well as others. It is a precious read on a practical, emotional and spiritual level. Unlike the book Laws of Power which isolates chaos and encourages it, th e Laws of Human Nature will help centre you and keep your perspective neutral without running rampant with emotions, which is something that exists too commonly as of now.
The power of reasoning is undoubtedly the best skill we can obtain and this will not only help you, but others too. The work must come from you, no one else. There is no magic bullet or patronising garbage here, only concrete wisdom.
- Schreibstil (ist Geschmackssache, mir hat er gefallen)
- Aufbau und Struktur
- die Idee mit der Einleitung jedes Kapitels durch ein historiches Beispiel
- die Quellen - teilweise extrem veraltet
- dementsprechend sind auch viele der Infos auf nicht belegten Thesen gestützt
- er benutzt oft als "Beleg" die Aussage von Psychoanalytikern (z.B. Jung und Mahler). Das große Problem der Psychoanalyse ist, dass deren Aussagen weder als falsch, noch als richtig belegt werden können. Das Buch ist somit nicht wissenschaftlich fundiert.
- als Zusatzpunkt zu dem Oberen: er scheint ganz bewusst "Belege" rauszusuchen, die seinen eigenen Standpunkt untermauern, anstatt seine Aussagen differenzierter/aus verschiedenen Blickwinkeln zu betrachten - das Ganze lässt es daher nicht wie "Gesetze" aussehen, sondern eher "meine persönlichen Meinungen, die ich mich Pseudowissenschaft untermauere"
- und ganz besonders negativ, weswegen ich nur einen Stern gebe: in der Einleitung zu seinem Buch bestreitet er genau das und behauptet bei seinen Thesen auf neuste Erkenntnisse der Wissenschaft (z.B. von Kahnemann) zurückzugreifen (was nur bei den wenigsten Kapiteln der Fall ist)
Rundum keine Empfehlung.