The Visible and the Invisible contains the unfinished manuscript and working notes of the book Merleau-Ponty was writing when he died. The text is devoted to a critical examination of Kantian, Husserlian, Bergsonian, and Sartrean method, followed by the extraordinary "The Intertwining--The Chiasm," that reveals the central pattern of Merleau-Ponty's own thought. The working notes for the book provide the reader with a truly exciting insight into the mind of the philosopher at work as he refines and develops new pivotal concepts.
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This book presents a new way of seeing the business value of information, people and IT as well as a way of measuring and managing these capabilities in order to improve business performance. Packed with real-world examples, the book presents the best and worst practices companies have implemented to address these issues. Case studies from more than thirty international companies are strategically used throughout the book, including Banco Bilbao Vizcayo, Philips Business Electronics, Amazon, Dell Europe, Ernst Young, General Electric, IKEA, Ritz Carlton Hotels, and Wal Mart. This fascinating guide offers a diagnostic tool that senior managers can use to evaluate the three information capabilities of their company. Plus, the book provides hands-on management prescriptions on how to improve a company s information capabilities and how to use these capabilities in achieving business strategies and in the implementating change. We are all experiencing an information overload, be it internal to the organization or due to external influences of our own information intensive society. Much has been written on how companies should "tame the beast of information" and make it work in the organization's favour. What has not yet been covered is how an organization can actually comprehensively measure whether or not they are using information effectively to achieve better business performance, or in other words, how senior managers within an organization can measure "Information Orientation". Following a major 2 year global research project in conjunction with Andersen Consulting, the authors of this book have been able to demonstrate that when a company is high on IO it will be high on business performance. However, beyond just using IO as a diagnostic tool or a benchmark for the effective use of an organization's information, it can also predict the organization's business performance. Invariably, a company does not make the best use of available information. Having assessed why and where the failings are, this book will provide ways in which senior managers can actively manage the different elements of their Information Capabilities to improve the usage of information. Information Capabilities are defined in three ways: 1. Information Behaviours/Values 2. Information Management Practices 3. Information Technology practices. It is the total interaction of these three elements and the effective management of them that permits superior business performance. IO Maturity can be gained, but the authors illustrate that it is an iterative process that grows and changes in line with a turbulent environment. Managers of a high IO company realize the need to continually refine and improve their information use and to keep learning more about their business. IO begins at the top. It takes more than authorizing an IT investment and training staff to use information. It calls for different behaviours, values and practices by senior managers. This book provides the means to move towards IO maturity. It is the step beyond Information Technology to actually managing information. The aim of this book is to make a previously invisible dimension of business management visible. A manager, after reading this book, will be able to see, measure and manage the information resources, people and IT in the company and improve business performance.
Merleau-Ponty's categories of the visible and the invisible are investigated afresh and with originality in this penetrating collection of literary and philosophical inquiries. Going beyond the traditional and current references to the mental and the sensory, mind and body, perceptual content and the abstract ideas conveyed in language, etc., these studies range from the `hidden spheres of reality', to the play of the visible and the invisible left as traces in works of human genius, the origins of intellect and language, the real and the imaginary in literature, and the `hidden realities' in the philosophy of the everyday world. These literary and philosophical probings collectively reveal the role of this disjoined/conjoined pairing in the ontopoietic establishment of reality, that is, in the manifestation of the logos of life. In tandem they bring to light the hidden play of the visible and the invisible in the emergence of our vital, societal, intimate, intellectual, and creative involvements.
Light phenomena have intrigued humankind since prehistory. Think of the rainbow, a sunset on the sea, a game of shadows. Humans have always used light for their own needs, from cooking food to illuminating a room. However, light is not only limited to what we can see with our eyes. The invisible part of the electromagnetic spectrum is broad and dynamic. This book outlines the mysteries and wonders of electromagnetism, heat, and light. It also covers the history of our scientific understanding of light. The dark as well as the bright sides of light are fully explored in these pages, from their impact on our world to their use in cutting-edge technologies in a variety of fields. Numerous full-color images and drawings complement the text, and light phenomena are explained in a simple and engaging way.
While the official history of planning as a defined profession celebrates the state and its traditions of city building and regional development, this collection of essays reveals a flip side. This scrutiny of the class, race, gender, ethnic, or other biased agendas previously hidden in planning histories points to the need for new planning paradigms for our multicultural cities of the future. Photos.
This publication, "Making the Invisible Visible: A History of the Spitzer Infrared Telescope Facility (1971-2003)," makes visible the invisible forces that influenced the design of Space Infrared Telescope Facility (SIRTF's) innovative technology. The lessons learned by the project team over the course of building SIRTF, now better known as the Spitzer Space Telescope, are about managing innovation over time and in the face of uncertainty. These are universal lessons, applicable to any project whose stakeholders control the necessary resources. SIRTF's stakeholders focused on a variety of issues: technical, scientific, political, and economic, as well as organizational needs and goals. What made SIRTF's evolution particularly difficult was that the stakeholders changed over time-in their composition, goals, and influence.
'Visible Invisible' presents 40 of the completed landscape designs by the widely recognized firm Reed Hilderbrand. Douglas Reed and Gary Hilderbrand are known for their rigorously conceived and carefully executed projects that merge the particular native qualities of a site with recognizably contemporary design expression.
Understanding the psychodynamics of groups has derived from the two separate strands of theory and practice, resulting in two separate disciplines: group psychotherapy and group dynamics. Present-day group psychotherapy derives mainly from psychoanalytic theory and Bion's early experiences with wartime groups, and has been developed from the work of clinicians who practice group psychotherapy as a form of treatment. Group dynamics theory and practice, on the other hand, have arisen largely from the work of social scientists like Kurt Lewin, have been researched in the field and in the laboratory, and have been applied to groups as arenas for leadership training and behavioral change. The Visible and Invisible Group synthesizes these psychoanalytic and group approaches to group life and offers practical guidelines to the group psychotherapist. The authors advocate the simultaneous use of two perspectives: the psychoanalytic perspective for observing the "visible" group of people and their interactions, and a General Systems "Field Theory" perspective for observing the "invisible" group-as-a-whole.
