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Als einer der prominentesten Vertreter seines Faches hat Horst Bredekamp nicht nur die Kunst- und Bildgeschichte tiefgehend geprägt, sondern auch in Kultur und Politik gewirkt. Dabei hat er es geschafft, belastbare Brücken zwischen diesen oft weit auseinander liegenden Bereichen zu schlagen. Ein Porträt Bredekamps als Gelehrter und disziplinübergreifender Vermittler scheint aufgrund dieser Fülle an Handlungsebenen nur über ein Tableau von Berichten derjenigen möglich, die mit ihm über die Jahre im Austausch standen, ihn begleitet und geprägt, mit ihm diskutiert und gestritten haben. Dabei sind die Fragen an diese Wegbegleiter auch gleichzeitig an den Wissenschaftsbetrieb des 21. Jahrhunderts gerichtet; Sie bilden somit eine Positionsschrift zur Lage der Wissenschaft in Deutschland und an internationalen Forschungsinstituten.
One of the world's leading philosophers offers aspiring thinkers his personal trove of mind-stretching thought experiments. Includes 77 of Dennett's most successful "imagination-extenders and focus-holders.O
"Successful Wall Street fund manager retired at age 35 guides investors to use intuitive and creative right-brained processes to complement traditional left-brain financial analysis. Author describes his principles based on spiritual insights and provides professional anecdotes to support his. theories"--Provided by publisher.
Individuals vary in their ability to reflect on and override partisan impulses, affecting their ability to rationally evaluate politicians.
Human decisions, especially in management and personnel selection, are based on making judgments about people analytically and intuitively. Yet in business and scientific contexts, judgments are expected to be based on a rational analysis rather than intuitions or emotions. Intuition is often seen as something mystical that should not be trusted and thus eliminated from human decision-making. Our empirical and theoretical research shows that this is impossible when people are dealing with people. Instead, intuitions and emotions have significant power in the decision-making process. Neuroscience even shows that humans are incapable of switching off their emotions or intuitions when making decisions. Therefore, intuition and emotions as evolutionary achievements of human beings should be looked at more closely to use the wisdom they offer. This book provides an insight into the current state of research on rational-analytical procedures in personnel selection and complements this with research on intuitions and emotions in personnel diagnostics. By integrating scientifically verifiable rational-analytical decision-making procedures with the inner experiential knowledge of people, this book bridges two complementary ways of recognizing and making good decisions. It demonstrates how intuitions are developed and used in different fields of practice and cultures and how scientific research results from rational-analytical and intuitive-emotional selection procedures are successfully integrated by practitioners.
Ancients and moderns alike have constructed arguments and assessed theories on the basis of common sense and intuitive judgments. Yet, despite the important role intuitions play in philosophy, there has been little reflection on fundamental questions concerning the sort of data intuitions provide, how they are supposed to lead us to the truth, and why we should treat them as important. In addition, recent psychological research seems to pose serious challenges to traditional intuition-driven philosophical inquiry. Rethinking Intuition brings together a distinguished group of philosophers and psychologists to discuss these important issues. Students and scholars in both fields will find this book to be of great value.
Why is split second decision-making superior to deliberation? Gut Feelings delivers the science behind Malcolm Gladwell's Blink. Reflection and reason are overrated, according to renowned psychologist Gerd Gigerenzer. Much better qualified to help us make decisions is the cognitive, emotional, and social repertoire we call intuition, a suite of gut feelings that have evolved over the millennia specifically for making decisions. Gladwell drew heavily on Gigerenzer's research. But Gigerenzer goes a step further by explaining just why our gut instincts are so often right. Intuition, it seems, is not some sort of mystical chemical reaction but a neurologically based behavior that evolved to ensure that we humans respond quickly when faced with a dilemma (BusinessWeek).
This book is about the conceptual foundations of an intermediate way between liberalism and socialism. From a standpoint of economic theory, this middle way is conceived of as a synthesis of classical (Ricardian) and Keynesian political economy. While the former deals with proportions between individuals or collectives and society in tackling the problems of distribution and value on the basis of the surplus principle, the latter is concerned with the scale of economic activity as explained by the principle of effective demand. Political economy pictures the economic aspects of the functioning of the institutional system within which the behaviour of individuals is embedded. The economy considered is, primarily, neither a market nor a planned economy, but, rather, a monetary production economy. To establish an alternative to liberalism and socialism requires setting up a system of the social sciences. In this work suggestions are made for linking political economy with other social sciences, i.e. sociology, law and politics in the traditional sense, thus establishing the unity of the social sciences. In a Keynesian vein, the social sciences are conceived of as moral sciences, a view which gives rise to a specific philosophy of history. To complete the picture, issues of method associated with the theory of knowledge in the social sciences and the problem of linking theory with historical reality are also covered.
In order to make informed decisions, there are three important elements: intuition, trust, and analytics. Intuition is based on experiential learning and recent research has shown that those who rely on their “gut feelings” may do better than those who don’t. Analytics, however, are important in a data-driven environment to also inform decision making. The third element, trust, is critical for knowledge sharing to take place. These three elements—intuition, analytics, and trust—make a perfect combination for decision making. This book gathers leading researchers who explore the role of these three elements in the process of decision-making.