Humanity faces two fundamental problems of learning: learning about the universe, and learning to become civilized. We have solved the first problem, but not the second one, and that puts us in a situation of great danger. Almost all of our global problems have arisen as a result. It has become a matter of extreme urgency to solve the second problem. The key to this is to learn from our solution to the first problem how to solve the second one. (...) This was the basic idea of the 18th century Enlightenment, but in implementing this idea, the Enlightenment blundered. Their mistakes are still built into academia today. In order to le arn how to create a civilized, enlightened world, the key thing we need to do is to cure academia of the structural blunders we have inherited from the Enlightenment. We need to bring about a revolution in science, and in academia more broadly so that the basic aim becomes wisdom, and not just knowledge. (shrink)

This study seeks to explicate the philosophical foundations and theoretical outlines of grey systems theory by focusing on human perception, cognition, and understanding processes and by considering their functions in the process of producing knowledge. Primarily, the study investigates the processes of perception, cognition, and understanding, as well as their dynamicity. Then, it is explained how knowledge is produced through the interpretation/understanding of information and data and through the dynamicity governing this process. The findings reveal that human perception, cognition, and (...) understanding perpetually remain grey and imperfect, while lost sensatory data mark the very first aspect of greyness in such human capabilities. Furthermore, any piece of data, as a discrete and single entity, represents a determinate fact, symbol or signal from the world, while any set of data, no matter how large, remains incomplete and imperfect, and human beings always interpret inadequate sets of data in the world. Therefore, information and knowledge always remain grey and uncertain because they deeply rely on subjective understandings/interpretations and work with imperfect inputs and sets of data. The impact of knowledge on action and interaction and their effects on the world are some factors adding to the dynamicity of the world. Constant change in world data, outdated knowledge, defects in datasets, and human biases in understanding all confirm the infinitely grey nature of human knowledge of the world. (shrink)

This thesis explores Officer Cadets' social construction of leadership at the Royal Military Academy Sandhurst (RMAS). It addresses calls for more research into leadership behaviours. Taking a social constructionist perspective, the thesis focuses on unmasking the social construction of Leadership amongst Officer Cadets. This study adopts a reflexive approach, acknowledging the centrality of the researcher in the co-construction of the data. The thesis develops interdisciplinary links between the theoretical areas of Dark Leadership to problematize and inform contemporary understandings of Officer (...) Cadets' social construction of leadership through the emergent findings of the study. This qualitative study employed a mono-method research design consisting of semistructured interviews. Through these, participants shared their lived experiences and gave descriptions and understandings of their past leadership experiences before and current experiences within Sandhurst with a reflexive interview approach. The thesis utilises Reflexive Thematic analysis to interpret the data, with the results presented thematically. The thesis uses reflexive thematic analysis to explore dark leadership through a social constructionist lens; the research has evidenced functional changes to practices within Sandhurst and developed a model of what dark leadership at Sandhurst is from an Officer Cadets view. This approach highlights the importance of contextuality, the person and the situation through a holistic Leadership approach. The thesis proposes a holistic framework for leadership, which would advance toward de-coupling the dichotomies of leadership. (shrink)