Abstract
In this paper we argue the need to introduce the philosophical tradition of the examined life into the workplace in a systematic way and show how it can be done. We set out seven key philosophical areas and selected questions for managers to pose about their organisations. We conclude with a case study, which examines one of our key questions ‘What is real?’. We also provide some recommended reading for managers seeking an introduction to philosophy and to explore the seven areas.
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References
Plato Apology [38a]. See, for example, translation by Hugh Tredennick in The Last Days of Socrates Penguin, London 1954 p 72.
Immanuel Kant Critique of Pure Reason [A: 835–38; B: 863–66] translation by F Max Müller Doubleday, New York 1966 p 533
See Thomas Donaldson and R Edward Freeman (eds) Business as a Humanity Oxford University Press, New York 1994 for a broader discussion on the relationship between business and the humanities.
See Diane Collinson Fifty Major Philosophers: A Reference Guide Routledge, New York 1987; D W Hamlyn The Penguin History of Western Philosophy Penguin, London 1987
Eileen Shapiro Fad Surfing in the Boardroom Harper Business, Sydney 1995; John Micklethwait & Adrian Woolridge The Witch Doctors: What The Management Gurus Are Saying, Why It Matters And How To Make Sense of It Random House, London 1997
Richard Paul Janaro Philosophy: Something To Believe In Glencoe Press, California 1975
This approach to organisational renewal and the assumptions upon which it is based are well critiqued in Craig Littler, Richard Dunford, Thomas Bramble & Andrew Hede, ‘The dynamics of downsizing in Australia and New Zealand’ Asia Pacific Journal of Human Resources, Volume 35 Number 1 1997 pp 65–79
On some of these issues see Brian Thomas The Human Dimension of Quality McGraw-Hill, New York 1995
Richard E Palmer Hermeneutics North Western University Press, Evanston 1969
Hans-Georg Gadamer Truth and Method Continuum, New York 1989
See Peter M Senge The Fifth Discipline Random House, Sydney 1990
Kurt Lewin Field Theory in Social Science Tavistock Publications, London 1952 p 169
W Edwards Deming The New Economics for Industry, Government, Education MIT Press, Cambridge MA 1994 p 102
Marilyn Daudelin ‘Learning From Experience Through Reflection’ Organisational Dynamics Winter 1996 pp 36–48.
James Hillman The Force of Character Random House, Milsons Point 1999
Geert Hofstede ‘Cultural Constraints in Management Theories’ Academy of Management Executive 1993 Vol 7 No 1 pp 81–94
Alfred North Whitehead Process and Reality The Free Press 1978 p 39
See for example Anthony O'Hear What Philosophy Is: An Introduction to Contemporary Philosophy Pelican, London 1985; Nigel Warburton Philosophy: The Basics Routledge, London 1992
See Charles Handy ‘The Citizen Corporation’, Harvard Business Review September-October 1997 pp 26–27.
We observe Dilbert's wry concern about the lack of quality of life in his cubicle in Scott Adams’ marvellous modern parables of organisational life. See especially, The Dilbert Principle: A Cubicle's-Eye View of Bosses, Meetings, Management Fads & Other Workplace Afflictions Harper Business, New York 1996
Metaphor and stories are increasingly being used in both personal and organisational transformation. See Robert Atkinson, The Gift of Stories: Practical and Spiritual Applications of Autobiography, Life Stories, and Personal Myth-Making Bergin & Garvey, Westport 1995; David Feinstein & Stanley Krippner Personal Mythology: The Psychology of Your Evolving Self Mandala, Unwin, London 1988; Gareth Morgan Images of Organization Sage Publications, Beverley Hills 1986; Richard Hames, The Management Myth: Exploring the Essence of Future Organisations Business & Professional Publishing, Sydney 1994; Michael Kaye Myth-Makers and Story-Tellers Business & Professional Publishing, Chatswood, NSW 1996; Alan Wilkins ‘The creation of company cultures: the role of stories and human resource systems’, Human resource management, Spring 1994 Vol 23 Number 1 pp 41–60; and Craig L Pearce & Charles P Osmond, ‘Metaphors for change: The ALPs model of change management’, Organizational Dynamics, Winter 1996 pp 23–35.
After substantial consultation through many ‘Your City, Your Say’ reference groups, BCC now boasts eight strategic projects. These include: clean and green city; accessible city; city designed for sub-tropical living; smart and prosperous city; creative city; inclusive city; active and healthy city; regional and world city. For more information, contact www.brisbane.qld.gov.au
For a very good example and a broadening of technique in the area of dialogue see Jos Kessels ‘Socrates Comes to Market’ Reason in Practice Vol 1 No 1 p 49
See Peter Ellyard, Ideas For The New Millennium (second edition) Melbourne University Press, East Carlton, Victoria 2000. Ellyard argues that most strategic planning often just extrapolates from the present and the past to a ‘probable future’. However, declaring a ‘preferred future’ embodies positive energy, which harnesses commitment to action.
The authors have developed and applied with groups of managers a questionnaire to draw out various philosophical presuppositions as an entry for managers into dialogue with the history of philosophy.
See: Milton D Hunnex Chronological and Thematic Charts of Philosophies and Philosophers Academie Books, Grand Rapids 1986
We wish to acknowledge the assistance of Nigel Laurie and feedback from two anonymous referees on an earlier draft of this manuscript.
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Collins, T., Latemore, G. Philosophising at Work: An Agenda for Discussion. Philos. of Manag. 2, 55–66 (2002). https://doi.org/10.5840/pom2002227
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DOI: https://doi.org/10.5840/pom2002227