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This book is an essay on how people make sense of each other and the world they live in. Making sense is the activity of fitting something puzzling into a coherent pattern of mental representations that include concepts, beliefs, goals, and actions. Paul Thagard proposes a general theory of coherence as the satisfaction of multiple interacting constraints, and discusses the theory's numerous psychological and philosophical applications. Much of human cognition can be understood in terms of coherence as constraint satisfaction, and many of the central problems of philosophy can be given coherence-based solutions. Thagard shows how coherence can help to unify psychology and philosophy, particularly when addressing questions of epistemology, metaphysics, ethics, politics, and aesthetics. He also shows how coherence can integrate cognition and emotion.
Complex times call for clear solutions—If initiative overload and fragmentation are keeping your best plans from becoming reality, it’s time to start leading differently. The key to bringing about the kind of successful and sustainable change you need is the Coherence Framework, a dynamic, customizable road map made up of four essential components: Focused direction to build collective purpose Cultivating collaborative cultures while clarifying individual and team roles Deepening learning to accelerate improvement and foster innovation Securing accountability from the inside out Coherence provides the insights and tools to drive effective leadership. Now you can gain a deeper understanding of Coherence with The Taking Action Guide to Building Coherence in Schools, Districts, and Systems. Coherence is a book that demands action – it moves from the narrative of fixing one teacher at a time, to asking about the coherence of the system (be it school, national, or world issues). Fullan and Quinn create an important narrative about direction, working together, deepening learning, and securing accountability. The book sparkles with examples of coherence in action, it makes no excuses for employing the wrong levers of change. This is the blueprint for a new vocabulary of education action; it shows where we need to go next, and is another example of Fullan at the top of his game. John Hattie Director, Melbourne Education Research Institute and Author of Visible Learning "School systems that struggle are riddled with incoherence—mismatched strategies, competing cultures, and illogical initiatives. Fullan and Quinn explain clearly how coherence can solve the problem. Based on solid research and lessons drawn from effective practice, Coherence provides a comprehensive model to guide educators as they learn and lead their way to better schools." Susan Moore Johnson Jerome T. Murphy Research Professor Harvard Graduate School of Education
*Major New York Times Bestseller *More than 2.6 million copies sold *One of The New York Times Book Review's ten best books of the year *Selected by The Wall Street Journal as one of the best nonfiction books of the year *Presidential Medal of Freedom Recipient *Daniel Kahneman's work with Amos Tversky is the subject of Michael Lewis's best-selling The Undoing Project: A Friendship That Changed Our Minds In his mega bestseller, Thinking, Fast and Slow, Daniel Kahneman, world-famous psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. The impact of overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the profound effect of cognitive biases on everything from playing the stock market to planning our next vacation—each of these can be understood only by knowing how the two systems shape our judgments and decisions. Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives—and how we can use different techniques to guard against the mental glitches that often get us into trouble. Topping bestseller lists for almost ten years, Thinking, Fast and Slow is a contemporary classic, an essential book that has changed the lives of millions of readers.
An eminent psychologist offers a major new theory of human cognition: movement, not language, is the foundation of thought When we try to think about how we think, we can't help but think of words. Indeed, some have called language the stuff of thought. But pictures are remembered far better than words, and describing faces, scenes, and events defies words. Anytime you take a shortcut or play chess or basketball or rearrange your furniture in your mind, you've done something remarkable: abstract thinking without words. In Mind in Motion, psychologist Barbara Tversky shows that spatial cognition isn't just a peripheral aspect of thought, but its very foundation, enabling us to draw meaning from our bodies and their actions in the world. Our actions in real space get turned into mental actions on thought, often spouting spontaneously from our bodies as gestures. Spatial thinking underlies creating and using maps, assembling furniture, devising football strategies, designing airports, understanding the flow of people, traffic, water, and ideas. Spatial thinking even underlies the structure and meaning of language: why we say we push ideas forward or tear them apart, why we're feeling up or have grown far apart. Like Thinking, Fast and Slow before it, Mind in Motion gives us a new way to think about how--and where--thinking takes place.
This volume displays fifteen of the many lively options in the field of metaphysics. The authors, having finished their formal education in the 1960s or later, belong to the generation of philosophers whose rebellion was against those who thought they saw metaphysics in the grand sense to be passe or impossible. The authors also share a commitment to the importance of metaphysics for the social and cultural life of our time. Despite the diversity of argued opinions on the fundamental array of metaphysical topics, these essays display the zest of a reborn enterprise, at once appropriating a rich and honorable past and moving into new areas only recently thought illegitimate for philosophy.
Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.
Coherence: How Telling the Truth Will Advance Your Cause (and Save the World) offers higher ed professionals both a broad framework and specific strategies for successfully engaging constituents. Arguing that branding is no longer sufficient to meet the changed needs and expectations of today's audiences, Coherence suggests a new approach for consumer relationship-building.
There is a curious parallel between the philosophy of science and psychiatric theory. The so-called demarcation question, which has exercised philosophers of science over the last decades, posed the problem of distinguishing science proper from non-science - in par ticular, from metaphysics, from pseudo-science, from the non rational or irrational, or from the untestable or the empirically meaningless. In psychiatric theory, the demarcation question appears as a problem of distinguishing the sane from the insane, the well from the mentally ill. The parallelism is interesting when the criteria for what fails to be scientific are seen to be congruent with the criteria which define those psychoses which are marked by cognitive failure. In this book Dr Yehuda Fried and Professor Joseph Agassi - a practicing psychiatrist and a philosopher of science, respectivel- focus on an extreme case of psychosis - paranoia - as an essentially intellectual disorder: that is, as one in which there is a systematic and chronic delusion which is sustained by logical means. They write: "Paranoia is an extreme case by the very fact that paranoia is by definition a quirk of the intellectual apparatus, a logical delusion. " (p. 2.
Immanuel Kant introduced a new paradigm into modern moral philosophy, first with his Groundwork for the Metaphysics of Morals in 1785, followed by his Critique of Practical Reason in 1788, Religion within the Boundaries of Mere Reason in 1793, and Metaphysics of Morals in 1798. For Kant, the fundamental goal of morality is not the realization of the greatest happiness for the greatest number, under some interpretation of that formula, but the realization of human autonomy governed by pure reason in the form of the "categorical imperative." Kant's ideal of autonomy is nothing less than the greatest possible freedom of each human being to set his or her own ends compatible with the equal freedom of every other human being to do the same. As Kant put it in lectures to his own students, freedom "not restrained under certain rules . . . is the most terrible thing there could ever be," but the condition "under which alone the greatest use of freedom is possible, and under which it can be self-consistent" is the "essential end of humankind" and the "inner worth of the world." Kant's work immediately drew the attention of both critics and supporters. While some argued that Kant's categorical imperative was an "empty formalism," that he left no room for happiness in his morality, that he could not explain responsibility for evil, and that he allowed no room for moral feeling in morally worthy motivation, others have found inspiration in his underlying idea that maximal but equal freedom is the "inner worth of the world." This book examines the response to Kant by other significant moral philosophers from Fichte, Schelling, and Hegel to through T.H. Green, Josiah Royce, and Friedrich Nietzsche, to John Rawls, Onora O'Neill, Christine Korsgaard, and Derek Parfit, with many stops along the way. The book is not a history of Kant scholarship, but an examination of Kant's impact on other major moral philosophers from his time to our own. While it attempts to do justice to the arguments of every philosopher discussed, the book argues that the most profound responses to Kant have been precisely those that have developed in their own way Kant's ideal of freedom as the inner worth of the world.