This is a collection of published and unpublished essays by distinguished philosopher Michael E. Bratman of Stanford University. They revolve around his influential theory, know as the "planning theory of intention and agency." Bratman's primary concern is with what he calls "strong" forms of human agency--including forms of human agency that are the target of our talk about self-determination, self-government, and autonomy. These essays are unified and cohesive in theme, and will be of interest to philosophers in ethics and metaphysics.
This book offers a solution for the problem of structure and agency in sociological theory by developing a new pair of fundamental concepts: metric and nonmetric. Nonmetric forms, arising in a crowd made out of innumerable individuals, correspond to social groups that divide the many individuals in the crowd into insiders and outsiders. Metric forms correspond to congested zones like traffic jams on a highway: individuals are constantly entering and leaving these zones so that they continue to exist, even though the individuals passing through them change. Building from these concepts, we can understand “agency” as a requirement for group identity and group membership, thus associating it with nonmetric forms, and “structure” as a building-up effect following the accumulation of metric forms. This reveals the contradiction between structure and agency to be a case of forced perspective, leaving us victim to an optical illusion.
The problem of structure and agency has been the subject of intense debate in the social sciences for over 100 years. This book offers a solution. Using a critical realist version of the theory of emergence, Dave Elder-Vass argues that, instead of ascribing causal significance to an abstract notion of social structure or a monolithic concept of society, we must recognise that it is specific groups of people that have social structural power. Some of these groups are entities with emergent causal powers, distinct from those of human individuals. Yet these powers also depend on the contributions of human individuals, and this book examines the mechanisms through which interactions between human individuals generate the causal powers of some types of social structures. The Causal Power of Social Structures makes particularly important contributions to the theory of human agency and to our understanding of normative institutions.
The agent-structure problem is a much discussed issue in the field of international relations. In his comprehensive 2006 analysis of this problem, Colin Wight deconstructs the accounts of structure and agency embedded within differing IR theories and, on the basis of this analysis, explores the implications of ontology - the metaphysical study of existence and reality. Wight argues that there are many gaps in IR theory that can only be understood by focusing on the ontological differences that construct the theoretical landscape. By integrating the treatment of the agent-structure problem in IR theory with that in social theory, Wight makes a positive contribution to the problem as an issue of concern to the wider human sciences. At the most fundamental level politics is concerned with competing visions of how the world is and how it should be, thus politics is ontology.
The Encyclopedia of Social Theory cuts across all relevant disciplines, theories, approaches, and schools to present the latest information and research.
This volume brings together a set of largely ethnographic articles written from a critical perspective that consider how current transitions in post-secondary education are impacting on higher education (HE) institutions.
Professor Margaret Archer is a leading critical realist and major contemporary social theorist. This edited collection seeks to celebrate the scope and accomplishments of her work, distilling her theoretical and empirical contributions into four sections which capture the essence and trajectory of her research over almost four decades. Long fascinated with the problem of structure and agency, Archer’s work has constituted a decade-long engagement with this perennial issue of social thought. However, in spite of the deep interconnections that unify her body of work, it is rarely treated as a coherent whole. This is doubtless in part due to the unforgiving rigour of her arguments and prose, but also a byproduct of sociology’s ongoing compartmentalisation. This edited collection seeks to address this relative neglect by collating a selection of papers, spanning Archer’s career, which collectively elucidate both the development of her thought and the value that can be found in it as a systematic whole. This book illustrates the empirical origins of her social ontology in her early work on the sociology of education, as well as foregrounding the diverse range of influences that have conditioned her intellectual trajectory: the systems theory of Walter Buckley, the neo-Weberian analysis of Lockwood, the critical realist philosophy of Roy Bhaskar and, more recently, her engagement with American pragmatism and the Italian school of relational sociology. What emerges is a series of important contributions to our understanding of the relationship between structure, culture and agency. Acting to introduce and guide readers through these contributions, this book carries the potential to inform exciting and innovative sociological research.
Exercising Agency is a book about decision making. In particular, it looks in detail at how a very important type of organizational decision gets made: whether or not to initiate a project. Making strategic decisions of this kind can never be a wholly rational and scientific process. And Exercising Agency lifts the lid on many of the important behavioural factors that inform project decisions: power and politics, personality, the ’rules’ of an organization. Mark Mullaly draws on his research to provide practical guidance for decision makers; project shapers, approving executives and those responsible for how initiation decisions are made. By explaining the influence, value and risks associated with the elements that inform the way we make strategic decisions he will help you identify how individuals and organizations can best support the process to ensure project initiation decisions are effective and most closely underpin the priorities of the organization. If you are involved in framing or making decisions about the future of your organization; the projects that you do or don’t decide to initiate, then read this book. It won’t make the decisions any easier but it will help you improve the quality of the decisions you make and over time, the effectiveness of your organizational decision making.
