How and why do people make political decisions? This book is the first to present a unified framework of the Behavioral Political Science paradigm. – BPS presents a range of psychological approaches to understanding political decision-making. The integration of these approaches with Rational Choice Theory provides students with a comprehensible paradigm for understanding current political events around the world. Presented in nontechnical language and enlivened with a wealth of real-world examples, this is an ideal core text for a one-semester courses in political science, American government, political psychology, or political behavior. It can also supplement a course in international relations or public policy.
With Beyond Rationality, Kenneth R. Hammond, one of the most respected and experienced experts in judgment and decision-making, sums up his life's work and persuasively argues that decisions should be based on balance and pragmatism rather than rigid ideologies.Hammond has long focused on the dichotomy between theories of correspondence, whereby arguments correspond with reality, and coherence, whereby arguments strive to be internally consistent. He has persistently proposed a middle approach that draws from both of these modes of thought and so avoids the blunders of either extreme. In this volume, Hammond shows how particular ways of thinking that are common in the political process have led to the mistaken judgments that created our current political crisis. He illustrates this argument by analyzing penetrating case studies emphasizing the political consequences that arise when decision makers consciously or unconsciously ignore their adversaries' particular mode of thought. These analyses range from why Kennedy and Khruschev misunderstood each other to why Colin Powell erred in his judgments over the presence of weapons of mass destruction in Iraq. For anyone concerned about the current state of politics in the U.S. and where it will lead us, Beyond Rationality is required reading.
In Beyond Rationality: Contemporary Issues, scholars from a variety of disciplines explore the concept of “irrationality” in today’s increasingly complex world. Combining both theory and practice, this is essential reading for anyone wishing to understand such diverse puzzles as why citizens often readily support dictatorships, how terrorists “reason,” and why seemingly rational people often make irrational choices.
The main aim of this Element is to introduce the topic of limited awareness, and changes in awareness, to those interested in the philosophy of decision-making and uncertain reasoning. While it has long been of interest to economists and computer scientists, this topic has only recently been subject to philosophical investigation. Indeed, at first sight limited awareness seems to evade any systematic treatment: it is beyond the uncertainty that can be managed. On the one hand, an agent has no control over what contingencies she is and is not aware of at a given time, and any awareness growth takes her by surprise. On the other hand, agents apparently learn to identify the situations in which they are more and less likely to experience limited awareness and subsequent awareness growth. How can these two sides be reconciled? That is the puzzle we confront in this Element.
Spanning the 20th and 21st centuries, the writers considered in this first book of the Routledge Focus on Women Writers in Organization Studies series make an important contribution to how we think about rationality in managing, leading and working. It provides a space in which to think differently about rationality, challenging dominant masculine logics while positioning relations between people centre stage. A critical and intellectually provocative text, the book provides a nuanced and practical account of rationality in organizational contexts, making it clear that women have and continue to write groundbreaking work on the subject: women like Lillian Moller Gilbreth, who was at the forefront of developments in scientific management, and Frances Perkins, who was the first female US cabinet secretary. Both are important not only for what they achieved but also as illustrations of the ways in which women have been written out of the accounts of managing and management thought. This matters not only because credit is denied to those who deserve it, but also because it impoverishes our understanding of complex organisational phenomenon. Where so much extant writing on managing and organizing is preoccupied with abstract notions of structure, strategy, metaphor and machines, the writers considered here explain why effective working and managing is primarily about seeing and working with people. Writers such as Arlie Hochschild, Mary Parker Follett and Heather Höpfl remind us that rationality cannot be decoupled from emotion or, where a system is to be rationalised, then it should start with and enhance the lives of people – be designed with people at the centre. In this sense, the book is not arguing for a wholesale rejection of rationality. Rather, authors call on readers to move beyond a preoccupation with rationality for its own sake, seeing it instead as a useful and highly contestable aspect of organizational life. Each woman writer is introduced and analysed by an expert in their field. Further reading and accessible resources are also identified for those interested in knowing more. This book will be relevant to students, researchers and practitioners with an interest in business and management, organizational studies, critical management studies, gender studies and sociology. Like all the books in this series, it will also be of interest to anyone who wants to see, think and act differently.
This volume deals with the relation between faith and reason, and brings the latest developments of modern logic into the scene. Faith and rationality are two perennial key concepts in the history of ideas. Philosophers and theologians have struggled to bring into harmony these otherwise conflicting concepts. Despite the diversity of approaches about what rationality effectively means, logic remains the cannon of objective and rational thought. The chapters in this volume analyze several issues pertaining to the philosophy of religion and philosophical theology from the perspective of their relation to logic and the benefit they can derive from the use of modern logic tools. The book is divided into five parts: (I) Introduction, (II) Analytic Philosophy of Religion, (III) Logical Philosophy of Religion, (IV) Computational Philosophy and Religion and (V) Logic, Language and Religion. This text appeals to students and researchers in the field.
Drawing upon the long tradition of recalcitrant thought in Western humanist scholarship, this book rethinks education and educational research at a time of intense social transformation. By revisiting a range of post-foundational ideas and developing their own methodological experiment, Stephen Carney and Ulla Ambrosius Madsen reimagine the possibilities for the comparative study of education. Exploring the experiences of young people in Denmark, South Korea and Zambia, this book illustrates how these very different contexts are increasingly connected by common narratives of purpose, as well as overheated promises of success. Focusing on the writings of Jean Baudrillard, the authors examine them in the context of works by other theorists of modernity, to explore processes of simulation and disappearance that are shaping life worldwide. In the process, the authors paint a rich portrait of education and schooling as a site of joy, hope, pain and ambivalence. Encompassing both theoretical and methodological innovation, Education in Radical Uncertainty provides inspiration for scholars and students attempting to approach the fields of comparative education, education policy and youth studies anew.
Based on a seventeen year study of the Australian energy industry, and via the lens of Niklas Luhmann’s systems theory, Meta-Regulation in Practice argues that normative meta-regulatory theory relies on unrealistic assumptions of stakeholder morality and rationality. Meta-regulation in practice appears to be most challenged in a complex and contested environment; the very environment it is supposed to serve best.
