Process Thought, vol. 14: Subjectivity, process and rationality
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Process Thought, vol. 14: Subjectivity, process and rationality

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Published by Ontos Verlag Dr. Rafael H untelmann in Frankfurt .
Written in English


  • Philosophy

Book details:

Edition Notes

SeriesProcess Thought -- 14
ContributionsHrsg.: Weber, Michel
ID Numbers
Open LibraryOL22745104M
ISBN 109783938793381

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Subjectivity, Process, and Rationality (Process Thought, Volume 14). Pierfrancesco Basile - - Heusenstamm Bei Frankfurt: Ontos Verlag. Explaining Consciousness and the Duality of : Michel Weber. In this way, the book contributes to development of a suitably revised, comprehensive understanding of rationality, one that befits the 21st century, one that is adequately informed by recent investigations of science, pathology, non-human thought, emotion, and even enigmatic Chinese texts that might previously have seemed to be expressions of. Four types of rationality are identified and com- pared with one another: practical, theoretical, substantive, and for- mal. Only "ethical substantive rationality" introduces methodical ways of life. All four types become manifest in a multiplicity of rationalization processes orchestrated at all levels of societal and civilizational process. The rationality of the whistleblower is singular and not easily subsumed into universalizing norms which explains some of the limits reached by the empiricist pro-social research agenda. The relationality of the process of whistleblowing indicates that the reactions of those who hear the whistle are as important.

Rationality Through Reasoning answers the question of how people are motivated to do what they believe they ought to do, built on a comprehensive account of normativity, rationality and reasoning that differs significantly from much existing philosophical thinking.. Develops an original account of normativity, rationality and reasoning significantly different from the majority of existing Reviews: 1.   This book is intended to support training that examines the thinking and reasoning processes involved in intelligence analysis. As discussed in the next chapter, mind-sets and mental models are inescapable. They are, in essence, a distillation of all that we think we know about a subject. In line with these sentiments, and despite recent advances in the management and psychology literature (e.g., Artinger, Petersen, Gigerenzer, & Weibler, ; Gigerenzer & Gaissmaier, ), the state of affairs in this area of entrepreneurship research—specifically surrounding entrepreneurs’ rationality in the entrepreneurship process—is.   Brazilian Journal of Political Economy, vol. 30, nº 3 (), pp. , July-September/ * Gustavo Barros is Economics Ph.D. student at FEA‑USP.

Key Takeaways Key Points. Rational decision making favors objective data and a formal process of analysis over subjectivity and intuition. The model of rational decision making assumes that the decision maker has full or perfect information about alternatives; it also assumes they have the time, cognitive ability, and resources to evaluate each choice against the others. (The post is written for beginners. Send the link to your friends! Regular Less Wrong readers may want to jump to the Stanovich material.) The last 40 years of cognitive science have taught us a great deal about how our brains produce errors in thinking and decision making, and about how we can overcome those errors. These methods can help us form more accurate beliefs and make better decisions. The Theory of Communicative Action (German: Theorie des kommunikativen Handelns) is a two-volume book by the philosopher Jürgen Habermas, in which the author continues his project of finding a way to ground "the social sciences in a theory of language", which had been set out in On the Logic of the Social Sciences (). The two volumes are Reason and the Rationalization of Society.   The general prescriptive, conventional, linear, comprehensive, decision-making model used in the planning process, known as the Rational Planning Model (RPM), runs through five basic stages: (1) identify objectives; (2) identify alternative courses of action; (3) predict consequences of actions; (4) evaluate the consequences, and (5) select the.