A spirited conversation between an ethicist and a journalist about why cooperation breaks down and what we can do about it. Discover the five social virtues that dissolve conflict, restore good will, build common purpose, and help people thrive--in business, government, volunteer organizations, faith communities, schools and families.
"This comprehensive, informed, and balanced volume provides invaluable insights into the roots of the water management challenges in the Middle East and charts a course for resolving this pressing issue."--James D. Wolfensohn, former Quartet Special Envoy for Gaza.
Wisdom Won from Illness brings into conversation two fields of humane inquiry—psychoanalysis and moral philosophy—that seem to have little to say to each other but which, taken together, form a basis for engaged ethical thought about how to live. Jonathan Lear begins by looking to the ancient Greek philosophers for insight into what constitutes the life well lived. Socrates said the human psyche should be ruled by reason, and much philosophy as well as psychology hangs on what he meant. For Aristotle, reason organized and presided over the harmonious soul; a wise person is someone capable of a full, happy, and healthy existence. Freud, plumbing the depths of unconscious desires and pre-linguistic thoughts, revealed just how unharmonious the psyche could be. Attuned to the stresses of modern existence, he investigated the myriad ways people fall ill and fail to thrive. Yet he inherited from Plato and Aristotle a key insight: that the irrational part of the soul is not simply opposed to reason. It is a different manner of thinking: a creative intelligence that distorts what it seeks to understand. Can reason absorb the psyche’s nonrational elements into a whole conception of the flourishing, fully realized human being? Without a good answer to that question, Lear says, philosophy is cut from its moorings in human life. Wisdom Won from Illness illuminates the role of literature in shaping ethical thought about nonrational aspects of the mind, offering rich readings of Shakespeare, Kierkegaard, J. M. Coetzee, Marilynne Robinson, and others.
Why do some corporate superstars collapse dramatically, while others survive and prosper over many decades? Is the fall primarily caused by ’technical factors’, such as poor products and pricing, financial management or market choices, by self-aggrandisement, or perhaps by poor leadership attributes and capabilities? Greg Park argues that ultimately organisational survival and optimal performance over the long term is dependent upon collaborative wisdom. Within the dominant coalition of a successful community or corporation there is an inherited, pervasive, commonly and collectively held dominant logic, comprising leadership principles, perspectives and priorities, based upon universal values which are understood and accepted as satisfying the requirements and aspirations of each stakeholder. This collaborative wisdom ensures cohesive and consistent behaviour across and within every function of a complex, fast-moving organization. Its practical application is reflected in the daily operational decisions of leaders within the organisation, be they divisional, departmental heads or supervisors. Without collaborative wisdom organisational collapse is the inevitable result, primarily through the disintegration of belief, confidence, motivation, cohesion, advocacy and energy within and between key stakeholder groups. Collaborative Wisdom examines the nature and criticality of wisdom as a leadership attribute, how effective operational leadership is not just about knowledge and experience, but more fundamentally about a cognitive mental process which considers and consistently applies fundamental values, principles, perspectives and priorities in an analytical and affective manner. This ensures effective operational leadership and optimal organisational performance over the long term, informed by experience, instinct, intuition, but also by insight, judgment and ultimately, wisdom.
Groups of people perform acts that are subject to standards of rationality. A committee may sensibly award fellowships, or may irrationally award them in violation of its own policies. A theory of collective rationality defines collective acts that are evaluable for rationality and formulates principles for their evaluation. This book argues that a group's act is evaluable for rationality if it is the products of acts its members fully control. It also argues that such an act is collectively rational if the acts of the group's members are rational. Efficiency is a goal of collective rationality, but not a requirement, except in cases where conditions are ideal for joint action and agents have rationally prepared for joint action. The people engaged in a game of strategy form a group, and the combination of their acts yields a collective act. If their collective act is rational, it constitutes a solution to their game. A theory of collective rationality yields principles concerning solutions to games. One principle requires that a solution constitute an equilibrium among the incentives of the agents in the game. In a cooperative game some agents are coalitions of individuals, and it may be impossible for all agents to pursue all incentives. Because rationality is attainable, the appropriate equilibrium standard for cooperative games requires that agents pursue only incentives that provide sufficient reasons to act. The book's theory of collective rationality supports an attainable equilibrium-standard for solutions to cooperative games and shows that its realization follows from individuals' rational acts. By extending the theory of rationality to groups, this book reveals the characteristics that make an act evaluable for rationality and the way rationality's evaluation of an act responds to the type of control its agent exercises over the act. The book's theory of collective rationality contributes to philosophical projects such as contractarian ethics and to practical projects such as the design of social institutions.
NEW YORK TIMES BEST SELLER • From the world's leading forest ecologist who forever changed how people view trees and their connections to one another and to other living things in the forest—a moving, deeply personal journey of discovery Suzanne Simard is a pioneer on the frontier of plant communication and intelligence; her TED talks have been viewed by more than 10 million people worldwide. In this, her first book, now available in paperback, Simard brings us into her world, the intimate world of the trees, in which she brilliantly illuminates the fascinating and vital truths--that trees are not simply the source of timber or pulp, but are a complicated, interdependent circle of life; that forests are social, cooperative creatures connected through underground networks by which trees communicate their vitality and vulnerabilities with communal lives not that different from our own. Simard writes--in inspiring, illuminating, and accessible ways—how trees, living side by side for hundreds of years, have evolved, how they learn and adapt their behaviors, recognize neighbors, compete and cooperate with one another with sophistication, characteristics ascribed to human intelligence, traits that are the essence of civil societies--and at the center of it all, the Mother Trees: the mysterious, powerful forces that connect and sustain the others that surround them. And Simard writes of her own life, born and raised into a logging world in the rainforests of British Columbia, of her days as a child spent cataloging the trees from the forest and how she came to love and respect them. And as she writes of her scientific quest, she writes of her own journey, making us understand how deeply human scientific inquiry exists beyond data and technology, that it is about understanding who we are and our place in the world.
In Collective Courage, Jessica Gordon Nembhard chronicles African American cooperative business ownership and its place in the movements for Black civil rights and economic equality. Not since W. E. B. Du Bois’s 1907 Economic Co-operation Among Negro Americans has there been a full-length, nationwide study of African American cooperatives. Collective Courage extends that story into the twenty-first century. Many of the players are well known in the history of the African American experience: Du Bois, A. Philip Randolph and the Ladies' Auxiliary to the Brotherhood of Sleeping Car Porters, Nannie Helen Burroughs, Fannie Lou Hamer, Ella Jo Baker, George Schuyler and the Young Negroes’ Co-operative League, the Nation of Islam, and the Black Panther Party. Adding the cooperative movement to Black history results in a retelling of the African American experience, with an increased understanding of African American collective economic agency and grassroots economic organizing. To tell the story, Gordon Nembhard uses a variety of newspapers, period magazines, and journals; co-ops’ articles of incorporation, minutes from annual meetings, newsletters, budgets, and income statements; and scholarly books, memoirs, and biographies. These sources reveal the achievements and challenges of Black co-ops, collective economic action, and social entrepreneurship. Gordon Nembhard finds that African Americans, as well as other people of color and low-income people, have benefitted greatly from cooperative ownership and democratic economic participation throughout the nation’s history.
This book describes and illustrates the results of more than fifteen years of elegant experimental studies conducted by the author to investigate how a colony of bees is organized to gather its resources. The results of his research--including studies of the shaking signal, tremble dance, and waggle dance--offer the clearest, most detailed picture available of how a highly integrated animal society works.
A new theory of how and why we cooperate, drawing from economics, political theory, and philosophy to challenge the conventional wisdom of game theory Game theory explains competitive behavior by working from the premise that people are self-interested. People don't just compete, however; they also cooperate. John Roemer argues that attempts by orthodox game theorists to account for cooperation leave much to be desired. Unlike competing players, cooperating players take those actions that they would like others to take--which Roemer calls "Kantian optimization." Through rigorous reasoning and modeling, Roemer demonstrates a simpler theory of cooperative behavior than the standard model provides.
In this fascinating book, New Yorker business columnist James Surowiecki explores a deceptively simple idea: Large groups of people are smarter than an elite few, no matter how brilliant—better at solving problems, fostering innovation, coming to wise decisions, even predicting the future. With boundless erudition and in delightfully clear prose, Surowiecki ranges across fields as diverse as popular culture, psychology, ant biology, behavioral economics, artificial intelligence, military history, and politics to show how this simple idea offers important lessons for how we live our lives, select our leaders, run our companies, and think about our world.