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These essays, written over a period of several years, touch on the shared human values that are necessary for integrity: personal, relational, and societal. Taken together, they suggest that integrity requires integrating within ourselves the values based on love of God and fellowman. In some cases, they warn of the dangers of the disintegration of these values beginning with the individual soul and extending beyond.
Is your business looking out? The world today is drowning in data. There is a treasure trove of valuable and underutilized insights that can be gleaned from information companies and people leave behind on the internet - our 'digital breadcrumbs' - from job postings, to online news, social media, online ad spend, patent applications and more. As a result, we're at the cusp of a major shift in the way businesses are managed and governed - moving from a focus solely on lagging, internal data, toward analyses that also encompass industry-wide, external data to paint a more complete picture of a brand's opportunities and threats and uncover forward-looking insights, in real time. Tomorrow's most successful brands are already embracing Outside Insight, benefitting from an information advantage while their competition is left behind. Drawing on practical examples of transformative, data-led decisions made by brands like Apple, Facebook, Barack Obama and many more, in Outside Insight, Meltwater CEO Jorn Lyseggen illustrates the future of corporate decision-making and offers a detailed plan for business leaders to implement Outside Insight thinking into their company mindset and processes.
The educationally emaciated, suffering from intellectual and spiritual bilumia, binge on facts and linear thinking. The imprimatur of clarity and the infatuation with quantification are accoutrements of this affliction, often characterized by apathy. Chaos is introduced as the wrecking ball for the hierarchical skyscrapers that overcrowd the educational skyline. The type of chaos proposed can be explained by the neutron bomb analogy. Chaos destroys all that is inessential but leaves standing the essential and promotes holistic rather than compartmentalized learning. The authors further contend that one insight is better than a myriad of facts; in being vigilant of serendipity; that the value-aspect of facts is as important as the facts themselves. Such beliefs form a foundation for educational holism. Our goal is to popularize philosophy in the same way science has become popular without a mass understanding. Empiricism is criticized for creating the theoretical basis for fragmentation (forming the basis for an island ideology) by excising essence. Founded on inessential empirical ideology, efforts to teach multiculturalism merely exacerbate difference, promote alienation, and discourage tolerance. Within the framework of value hierarchies we favor, tolerance is not understood as open-armed acceptance of just anything, but the forbearance of an evil for the promise of greater good. Essence cannot be removed: even in the idiosyncratic we can find the essential. In the absence of chaotic methodology, critical thinking remains an apolitical, amoral, and atemporal process displaced from social and political reality. We propose a critical thinking that is not legalistic, but is action-oriented. The pipe dream for education is a political, moral, temporal, and decompartmentalized critical thinking that disseminates philosophy across the curriculum. Those who risk becoming pariahs and nomads are essential to the rejuvenation of the educational system.
This important new handbook offers the first comprehensive and detailed introduction to the theory and practice of international business coaching, drawing on the very latest academic research, as well as real-world examples of international best practice.
A study of the larger group, focusing on the processes and dynamics whereby the group micro-culture emerges. As the initial frustrations of the group find expression in hate, this is transformed through dialogue to what the Greeks knew as ‘koinonia’, or the state of impersonal fellowship. Essentially, Koinonia concerns itself with an operational approach to dialogue, culture and the human mind through the medium of a larger group context, and adopts a direction similar in many ways to the groupanalytic method of S. H. Foulkes. In attempting to link the most intimate aspect of individual beings naturally and spontaneously in the socio-cultural setting of the larger group, by the very nature of its size, offers a structure or medium for linking inner world with cultural context, and is thus able to establish a unique dimension – that of the micro-culture. Until now neither psychoanalysis nor small groups have been able to handle this aspect empirically, since, in the former, the analyst represents the assumed culture, while in the small group situation the hierarchy of the family culture inevitably prevails. The larger group displays the other side of the coin to the inner world, namely the socio-cultural dimension in which interpersonal relationships take place. The exploration of this field shows how objects, including part objects of the mind, can be related to systems and structures in a manner not previously attempted, and raises the vexed question of the relationship of systems to structures and of culture to social context. In this study of the larger group, particular attention is paid to the processes and dynamics whereby the group micro-culture emerges, as the initial frustrations of the group find their expression through hate; as hate initiates, and is transformed by, dialogue; and as dialogue ultimately establishes what the Greeks knew as ‘koinonia’, or the state of impersonal fellowship.
The Escape of the Mind is part of a current movement in psychology and philosophy of mind that calls into question what is perhaps our most basic, most cherished, and universally accepted belief--that our minds are inside of our bodies. Howard Rachlin adopts the counterintuitive position that our minds, conscious and unconscious, lie not where our firmest (yet unsupported) introspections tell us they are, but in how we actually behave over the long run. Perhaps paradoxically, the book argues that our introspections, no matter how positive we are about them, tell us absolutely nothing about our minds. The name of the present version of this approach to the mind is "teleological behaviorism." The approaches of teleological behaviorism will be useful in the science of individual behavior for developing methods of self-control and in the science of social behavior for developing social cooperation. Without in any way denigrating the many contributions of neuroscience to human welfare, The Escape of the Mind argues that neuroscience, like introspection, is not a royal road to the understanding of the mind. Where then should we look to explain a present act that is clearly caused by the mind? Teleological behaviorism says to look not in the spatial recesses of the nervous system (not to the mechanism underlying the act) but in the temporal recesses of past and future overt behavior (to the pattern of which the act is a part). But scientific usefulness is not the only reason for adopting teleological behaviorism. The final two chapters on IBM's computer, Watson (how it deviates from humanity and how it would have to be altered to make it human), and on shaping a coherent self, provide a framework for a secular morality based on teleological behaviorism.
A new edition of the bestseller that has helped aspiring leaders worldwide advance their careers and step up to larger leadership roles. You aspire to lead with greater impact. The problem is you're busy executing on today's demands. You know you have to carve out time from your "day job" to build your leadership skills, but it’s easy to let immediate problems and old mindsets get in the way. Herminia Ibarra—one of the world's foremost experts on leadership—shows how individuals at all levels can step up to leadership by making small but crucial changes in their jobs, their networks, and themselves. In Act Like a Leader, Think Like a Leader, Ibarra offers advice to: Redefine your job in order to make more strategic contributions Diversify your network so that you connect to, and learn from, a wider range of stakeholders Become more playful with your self-concept, allowing your familiar—and possibly outdated—leadership style to evolve Ibarra turns the usual leadership advice—generate insight about yourself through reflection and analysis of your strengths and weaknesses—on its head by arguing that you must first act and experiment your way into trying new things. The valuable external perspective you gain from direct experiences and experimentation—which Ibarra calls outsight—provides new and critical information on what kind of work is important to you, how you should invest your time, why and which relationships matter, and, ultimately, who you want to become. Updated with new examples and self-assessments, this book gives you the tools to start acting like a leader and advancing your career to the next level.
It is often said that it is lonely at the top. But this loneliness can be dangerous, not only to the leader but also to the led. It turns out we hold our environments as we are held. If we are not held in a caring and daring fashion, it shows up in how we live and lead. The Basecamp Manifesto is a formative work on developing and sustaining leadership skills. Here, Terence Young outlines the development of a changed narrative around leading organizations. Rather than the often-stereotyped perception of leadership as a solitary ascent to the top—followed often by an equally solitary descent down the leadership peak—Young has created a framework for leadership that relies on developing a “basecamp” of companions. Like the familiar basecamps of extraordinary physical ascents of Mount Everest and other spectacular and spectacularly challenging peaks, a leader’s basecamp is a secure base of trusted and trusting peers that shape and nurture you during the ascent to leadership. Young presents the gifts that current and future leaders should find in a secure base: greater clarity in the sense-making process, enhancement of agility in navigating dynamic situations, building endurance to face challenges, and fostering generativity for greater productivity and innovation in one’s life quest. The Basecamp Manifesto is written for leaders of all organizations, whether for-profit or nonprofit. Whether a business leader, an educational leader, a political leader, a religious leader, or other society-facing leader, all leaders face particular and specific challenges in leadership: How do I lead and navigate with those in my circle through a world of increasing volatility, uncertainty, complexity, and ambiguity? For the sake of those you lead, Young’s groundbreaking work says to leaders: find your people; find your secure base; find and shape and nurture the circle of trust that can make you a quality leader. The Basecamp Manifesto can help you to become intentional about shaping relationships where clarity, agility, durability, and generativity can be found and fostered.