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ISBN: 9789048193738
Rational thought according to Levinas has the merit of making the world lucid and controllable. But at the same time it strips things and people of their identity and incorporates them in… Meer...
2011, ISBN: 9789048193738
Rational thought according to Levinas has the merit of making the world lucid and controllable. But at the same time it strips things and people of their identity and incorporates them in… Meer...
2011
ISBN: 9789048193738
Rational thought according to Levinas has the merit of making the world lucid and controllable. But at the same time it strips things and people of their identity and incorporates them in… Meer...
ISBN: 9789048193738
Rational thought according to Levinas has the merit of making the world lucid and controllable. But at the same time it strips things and people of their identity and incorporates them in… Meer...
2011, ISBN: 9789048193738
A Levinassian Perspective, eBooks, eBook Download (PDF), 2011, [PU: Springer Netherland], Springer Netherland, 2011
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Gedetalleerde informatie over het boek. - The Shame of Reason in Organizational Change
EAN (ISBN-13): 9789048193738
Verschijningsjaar: 2011
Uitgever: Springer Netherland
Boek bevindt zich in het datenbestand sinds 2009-04-07T23:59:06+02:00 (Amsterdam)
Detailpagina laatst gewijzigd op 2024-02-04T02:40:56+01:00 (Amsterdam)
ISBN/EAN: 9789048193738
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978-90-481-9373-8
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Auteur van het boek: cartier, van der ven, david bevan
Titel van het boek: organization change
Gegevens van de uitgever
Auteur: Naud van der Ven
Titel: Issues in Business Ethics; The Shame of Reason in Organizational Change - A Levinassian Perspective
Uitgeverij: Springer; Springer Netherland
192 Bladzijden
Verschijningsjaar: 2011-06-03
Dordrecht; NL
Vertaler: David Bevan
Taal: Engels
96,29 € (DE)
99,00 € (AT)
118,00 CHF (CH)
Available
XX, 192 p.
EA; E107; eBook; Nonbooks, PBS / Philosophie/Allgemeines, Lexika; Ethik und Moralphilosophie; Verstehen; Business Ethics; Derrida; Emmanuel Levinas; Financial Crisis; Foucault; Glass Ceiling; Heidegger; Human Resource Management; Levinas; Levinas and Organizations; Management; Management Theory; Organisation; Organisational Cynicism; Organizational Change; Organizational Science; Rationality; Rationality Shame; Representation; Representationalism; Wittgenstein; `; B; Moral Philosophy and Applied Ethics; Business and Management; Philosophy of the Social Sciences; Religion and Philosophy; Betriebswirtschaft und Management; Soziale und politische Philosophie; BC
Rational thought according to Levinas has the merit of making the world lucid and controllable. But at the same time it strips things and people of their identity and incorporates them in a homogenized rational order. Illusory, but nonetheless oppressive. Rationality’s totalitarian character can provoke resistance and grief with people who are enlisted by it. This can lead to a shameful confrontation in which the thinker is being confronted with his victim’s resistance and sees himself and his thinking made questionable. By proceeding along this route, thinking can be brought to self-criticism and to revision of standpoints.
This description by Levinas of rational thinking shows similarity to what managers do in organizations. They make their business controllable, but at the same time with their planning and schemes they create a totalitarian straitjacket. This similarity suggests that also the reactions to imperialistic rationality from Levinas’ description ought to be found in organizations. Is it indeed possible to indicate there the kind of resistance and grief Levinas speaks about? Does that give rise to confrontations between managers and their co-workers who are supposed to subordinate to their schemes? Do managers then feel shame? And do those shameful confrontations consequently lead to self-reflection and change?
Desk research suggests that the above elements are partly to be found in the literature of management theory. Interviews with managers show that Levinas’ line of thought can also be found in its completeness within organizations. At the same time it becomes clear that becoming conscious of the elements of that line of thought – that rationality is all-conquering, that it provokes resistance, that that can lead to shame as well as to a new beginning – this is a difficult path to travel. The related experiences are easily forgotten and sometimes difficult to excavate. Translation of Levinas’ thinking into terms ofmanagement and organization can help us spot them where they play their role in organizations.
Contents.- Editing translator’s introduction.- Preface; T he Shame of Reason in Organizational Change: a Levinasian Perspective.- Chapter 1.- : Introduction.- Chapter 2 Rationality: A Problem?.- Section 1: Problematic Rationality in Organization Studies.- Section 2: Problematic Rationality In Philosophy.- Chapter 3: Two Alternatives to Representationalism.- Chapter 4 Levinas on Rationality and Representation.- Section 1: Levinas on Representational Thought Handed Down to Him.- Section 2: The Position of Representation in Levinas’ own Philosophy.- Chapter 5 Levinas Translated to Organizations.- Section I: The Organisation Studies Literature.- Section 2: Cases.- Chapter 6 Conclusion.-Afterword.- Index.- Abbreviations used for the Works of Levinas.- Consulted Works.
Many problems associated with change in organizations can be traced back to the human factor. In the past, the worker was considered merely to be ‘a pair of hands’ (Henry Ford). Today, people wish to be taken seriously, if they are, they generally perform better. However, if organizations’ only motivation to focus on the workers’ sense of fulfilment is increased achievement, the question arises whether these organizations do in fact take their workers seriously or whether the latter merely become enlisted into the organization’s targets or schemes.
This book examines this question from the perspective of Emmanuel Levinas’ treatment of rationality. There are close similarities between the Levinassian description of rational thinking and the role of managers in organizations. Rationality makes the world controllable yet is totalitarian in character. Likewise, managers make their businesses controllable, yet their planning and schemes create a totalitarian straitjacket.
Emphasizes the value of Levinas' philosophy in the field of Business Ethics Presents Levinas as a pragmatist rather than a moralist Introduces experience (viz: that of shame, distress and anxiety) into organizational discourse Connects to people’s concerns about the roots of the financial crisis
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