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Displaying: 1-10 of 12 documents


1. Philosophy of Management: Volume > 1 > Issue: 2
Editorial: 'Making Sense'
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2. Philosophy of Management: Volume > 1 > Issue: 2
Frits Schipper Creativity and Rationality: A Philosophical Contribution
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Nowadays creativity is fashionable. Writers on management and organisation for example, mention creativity as vital to entrepreneurship. They consider it to he as important as land, labour and capital which form the traditional factors of production And related terms such as 'genius' are in use again. An example of this is the widely read book Built to Last. Moreover, creativity and rationality are presented as alternatives. To be creative, managers are urged to put rationality aside: 'being reasonable does not win the day they are assured and 'all-progress depends on the unreasonable man. This view that rationality and creativity oppose each other is, however, unsatisfactory involving, as it does, a form of epistemological schizophrenia. One excludes the other only if we adopt a simplistic concept of rationality and an esoteric view of creativity. This article, therefore, sets out to clarify the relationship between the concepts of creativity and rationality. Three ideal-type concepts of rationality will be introduced (algorithmic, judgemental, reflective) and their tolerance of novelty discussed. Then two modes of creativity (explorative and transcendentive) are distinguished, followed by a discussion of whether rationality can enhance creativity. I conclude by reviewing some factors involved in creativity, such as tolerance for ambiguity, playfulness and attentiveness, and with a short discussion of the relationship of creativity to power.
3. Philosophy of Management: Volume > 1 > Issue: 2
Michael Fielding Learning Organisation or Learning Community?
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This paper takes a close look at a central aspect of the work of Peter Senge, namely his advocacy of the learning organisation and the 'Communities of Commitment' that he suggests are its central dynamic. Echoing strands of the liberal-communitarian debate. Senge argues for 'the primacy of the whole and 'thecommunity nature of the self as two of the three Galilean shifts which have the potential to enable business to accomplish fundamental changes in our ways of thinking and being which have thus far eluded other agencies of social and political transformation. My concern is that Senge is not at all clear about the relationship between organisation and community, or, indeed, what community actually is. Arguing that his account is disappointingly partial and damagingly flawed, I then suggest a number of sites for future philosophical work for those who wish to develop an emancipatory notion of community. I end by advocating the work of John Macmurray as a major source of philosophical insight and human wisdom, both with regard to community and the development of a person-centred philosophy of work. A second paper will explore some of this ideas on these matters more fully.
4. Philosophy of Management: Volume > 1 > Issue: 2
Chris Provis Why Is Trust Important?
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There is now a bewildering array of literature about trust, written from a variety of disciplinary orientations. However, much of the literature skirts around the fact that trust is closely tied to some ethical judgements. When we discuss trust and trustworthiness, our language spans the gap between fact and value, and that is sometimes forgotten when emphasis is given to the instrumental benefits of trust and trustworthiness. It is important to remember that sometimes trust is good not as a means to an end, but as something that is intrinsically important. Similarly, trustworthiness is inherently part of being a good human being, and focussing on trustworthiness as a means can impede attaining it either as an end or a means. A 'balanced scorecard' approach to evaluating organisational performance needs to take account of trust and trustworthiness as components of performance, as something of inherent value, not just as means to it. Further, in many contexts the assessments we make in coming to decisions require us to make judgements about trust and trustworthiness as a basic consideration, without coming to prior judgements about distinct factual issues. This emerges in workplace negotiation, when negotiators have to make decisions about how frank and open to be with other parties.
5. Philosophy of Management: Volume > 1 > Issue: 2
Deborah Blackman, James Connelly Learning from the Past: Collingwood and the Idea of Organisational History
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Through a consideration of the views of R. G. Collingwood on historical knowledge and conceptual change, this paper addresses organisational issues such as history, culture and memory. It then subjects the idea of learning histories to critical scrutiny. It concludes that, because of their potential to become framing mental models, they may be in danger of failing to achieve the purposes for which they are used.
6. Philosophy of Management: Volume > 1 > Issue: 2
Sheelagh O'Reilly Reason as Performance: A Manager's Philosophical Diary - Part 2
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7. Philosophy of Management: Volume > 1 > Issue: 2
Doris Schroeder Homo Economicus on Trial: Plato, Schopenhauer and the Virtual Jury
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The concept of Homo economicus, one of the major foundations of neoclassical economics and a subset of the ideology of laisser-faire capitalism, was recently charged and tried in the island high court. Using the island's virtual jury system for the first time, the accused was tried before a jury of three - Plato, Schopenhauer and feminist economists - chosen by him while under a veil of ignorance of the charge. All three returned guilty verdicts. Plato's was prescriptive: 'One ought not to be like Homo economicus'. Schopenhauer's verdict was descriptive: Human nature is not Homo economicus'. The feminist verdict was both. Following the trial - described as a thought experiment - the island's resident philosopher put forward two claims: (a) Neoclassical economists base their theories on a deficient depiction of humankind (descriptive misconception) a claim supported by a witness expert in experimental economics; (b) The depiction holds a dominant but unjustified position in various discourses such as welfare state debates because it is promoted by a small but highly influential group of economically privileged, university-educated whites, namely graduates of economics, a claim supported by the sociology expert witness.
8. Philosophy of Management: Volume > 1 > Issue: 2
Nathan Harter Luxury, Waste, Excess and Squander: Leadership and The Accursed Share of Georges Bataille
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Part of the Renaissance genius was to look at familiar things in unfamiliar ways. Although a variety of approaches to the study of leadership are becoming familiar, it still helps to consider new ones. Of use in such moments are the works of unfamiliar writers who have spent considerable energy thinking from analien perspective. One does not have to accept their assertions uncritically in order to profit from reading them, yet it does take courage sometimes to start down a strange path.In the spirit of applying new ideas to familiar themes, this article interprets volume one of Georges Batailles The Accursed Share in the light of the phenomenon we refer to as leadership. Bataille, who was born in 1897 and died in 1962, certainly qualifies as a writer with an alien perspective. He has the potential to offend. At times, he becomes positively cryptic, as in asserting 'that the sexual act is in time what the tiger is in space.' Nonetheless, the book itself develops a plausible line of reasoning.Society, it argues, is determined by how it disposes of energy. And since energy that cannot be used will be squandered, it matters how a society chooses to do this. Bataille argues further that moments of true 'sovereignty occur when we squander what would otherwise have been useful This paper summarizes theargument of The Accursed Share and applies it to the outpourings that followers make to leaders. Rather than regard these uneven relationships as examples of utilitarian reciprocity, perhaps we can tap into the idea that attentiveness to leadership is more in the form of an offering or sacrifice to something that expresses us, as an excuse to display exuberance. This approach promises insight into issues of charisma, followership as self-denial, and mass psychology. It also pertains to the tendency of followers to turn against leaders in ritual sacrifice as meaningful superfluity.
9. Philosophy of Management: Volume > 1 > Issue: 2
Jim Platts Knowledge in Action: A response to Jos Kessels 'Socrates Comes to Market'
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10. Philosophy of Management: Volume > 1 > Issue: 2
Yvon Pesqueux Philosophical Perspectives on the Company
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