This paper aims to come to grips with the rich philosophy of Charles Taylor by focusing on his concept of ‘strong evaluation’. I argue that a close examination of this term brings out more clearly the continuing tensions in his writings as a whole. I trace back the origin of strong evaluation in Taylor’s earliest writings, and continue by laying out the different philosophical themes that revolve around it. Next, the focus is on the separate arguments in which strong evaluation (...) is central, uncovering several methodological conflicts in Taylor’s strategies. Arguing against most of his commentators, I suggest that a distinction should be drawn between the philosophical anthropological, moral, and ontological implications of strong evaluation. As a result, the contribution of this paper is threefold. First, it clarifies the issue of strong evaluation by distinguishing the different arguments in which Taylor employs the concept. Second, it makes the case for multiple tensions within Taylor’s methods. Third, as a consequence, this analysis not only enables us to evaluate the potential and limits of his subject-centered philosophy but also separates his objectivist claims from his theories of human subjectivity, opening up the question of the metaphysical status of his ontological view. (shrink)

This paper examines how good management can repair fractured relationships within organisations, addressing problems that if left unattended will threaten the future existence of many of these companies. It analyses why there is a mood for change in management thinking, and what direction that change can take. Part of the challenge is how managers can best satisfy the objectives of corporate social responsibility initiatives, and repair organisational and fractured community relationships. A possible role for management is to examine alternative ways (...) of thinking about the potential benefits for the organisation that can be achieved by enhancing employee relationships. In this regard, this paper offers strategies to examine management’s adverse affects on workers’ life-plans. The art of interpretation is used to expose how bureaucratic logic ignores workers’ rights and potentially damages the corporation’s longevity. Interpretation, as opposed to procedure, suggests that organisations are not simply profit mechanisms, but active and dynamic civil societies. By better understanding the facilitating processes of administrative and management thinking, it is possible that we can develop alternative strategies that empower individuals to circumvent the negative consequences of instrumental rationality and enable them to act more responsibly in the public interest. (shrink)

Critics argue that non-cognitivism cannot adequately account for the existence and nature of some thick moral concepts. They use the existence of thick concepts as a lever in an argument against non-cognitivism, here called the Thick Concept Argument (TCA). While TCA is frequently invoked, it is unfortunately rarely articulated. In this paper, TCA is first reconstructed on the basis of John McDowell’s formulation of the argument (from 1981), and then evaluated in the light of several possible non-cognitivist responses. In general, (...) TCA assumes too much about what a non-cognitivist is (or must be) committed to. There are several non-cognitivist theories, and only some fit the view attacked by TCA. Furthermore, TCA rests on a contestable intuition about a thought experiment, here called the External Standpoint Experiment (ESE). It is concluded that TCA is remarkably weak, given how frequently the argument is invoked. (shrink)