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The Social System of Systems Intelligence – a Study Based on Search Engine Method
In Essays on Systems Intelligence, eds. Raimo P. Hämäläinen and Esa Saarinen: pp. 119-133 Espoo: Aalto University, School of Science and Technology, Systems Analysis Laboratory Chapter 5 The Social System of Systems Intelligence – A Study Based on Search Engine Method Kalevi Kilkki This essay offers an preliminary study on systems intelligence as a social system based on four cornerstones: writings using the terminology of systems intelligence, search engines, models to describe the behavior of social phenomena, and a theory of social systems. As a result we provide an illustration of systems intelligence field as a network of key persons. The main conclusion is that the most promising area for systems intelligence as social system is to systematically apply positive psychology to develop organizational management and to solve our everyday problems. Introduction The social system of systems intelligence is an ambitious topic, particularly for a person without any formal studies in sociology. Moreover, systems intelligence is a novel area of science and, hence, the development of its social structures is in early phase. It is even possible to argue that there is not yet any social system of systems intelligence. The approach of this study is based on four cornerstones: first, the literature that has used concept of systems intelligence, second, search engines, third, models to describe the behavior of social phenomena, and forth, a theory of social systems. As a result we may be able to say something novel about the development of systems intelligence as a social system. As to the social systems this essay relies on the grand theory developed by Niklas Luhmann (Luhmann 1995). -
Nondualism and the Divine Domain Burton Daniels
International Journal of Transpersonal Studies Volume 24 | Issue 1 Article 3 1-1-2005 Nondualism and the Divine Domain Burton Daniels Follow this and additional works at: https://digitalcommons.ciis.edu/ijts-transpersonalstudies Part of the Philosophy Commons, Psychology Commons, and the Religion Commons Recommended Citation Daniels, B. (2005). Daniels, B. (2005). Nondualism and the divine domain. International Journal of Transpersonal Studies, 24(1), 1–15.. International Journal of Transpersonal Studies, 24 (1). http://dx.doi.org/10.24972/ijts.2005.24.1.1 This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License. This Article is brought to you for free and open access by the Journals and Newsletters at Digital Commons @ CIIS. It has been accepted for inclusion in International Journal of Transpersonal Studies by an authorized administrator of Digital Commons @ CIIS. For more information, please contact [email protected]. Nondualism and the Divine Domain Burton Daniels This paper claims that the ultimate issue confronting transpersonal theory is that of nondual- ism. The revelation of this spiritual reality has a long history in the spiritual traditions, which has been perhaps most prolifically advocated by Ken Wilber (1995, 2000a), and fully explicat- ed by David Loy (1998). Nonetheless, these scholarly accounts of nondual reality, and the spir- itual traditions upon which they are based, either do not include or else misrepresent the reve- lation of a contemporary spiritual master crucial to the understanding of nondualism. Avatar Adi Da not only offers a greater differentiation of nondual reality than can be found in contem- porary scholarly texts, but also a dimension of nondualism not found in any previous spiritual revelation. -
Leaving the Spiritual Teacher Behind to Directly Embrace Nondual Being
FINDING THE LION’S ROAR THROUGH NONDUAL PSYCHOTHERAPY: Leaving the spiritual teacher behind to directly embrace nondual being. Written by Gary Nixon – Paradoxica: Journal of Nondual Psychology, Vol. 4: Spring 2012 Summary This article is a summary of a nondual psychotherapy session with a long time spiritual seeker of 40 years who had worked hard on a meditative path with a guru, but had not experienced an awakening. In the session, he is introduced to some nondual pointers to help him realize that it is all available right here, right now, he has to only see it. Over reliance on another, letting go of effort, embracing no knowing, realizing nothing can be done, coming to the end of seeking and stopping, sitting in one’s own awareness, abiding in consciousness, and taking the ultimate medicine are all reviewed to invite the long term seeker to see “this is it.” Gary Nixon, Ph.D. is a nondual transpersonal psychologist and an Associate Professor in Addictions Counselling at the University of Lethbridge. He was drawn to eastern contemplative traditions after an existential world collapse in the early 1980’s. After a tour through many eastern teachers such as Osho, Krishnamurti, Nisargadatta, and Papaji, he completed his Master’s and doctorate in Counselling Psychology and embraced the work of Ken Wilber and A.H. Almaas. He has had a nondual psychology private practice and been facilitating nondual groups over the last ten years. 2 Deconstructing Reliance on the Awakened Other I received the call from Tim (a pseudonym). He reported 40 years of intense Buddhist meditation in a Buddhist community with an enlightened teacher, all of the years trying to become enlightened, but still no awakening. -
Suicidal Utopian Delusions in the 21St Century
Suicidal Utopian Delusions in st the 21 Century Philosophy, Human Nature and the Collapse of Civilization Articles and Reviews 2006-2019 4th Edition Michael Starks The saddest day in US history. President Johnson, with 2 Kennedy’s and ex- President Hoover, gives America to Mexico - Oct 3rd 1965 Suicidal Utopian Delusions in the 21st Century Philosophy, Human Nature and the Collapse of Civilization Articles and Reviews 2006-2019 4th Edition Michael Starks Reality Press Las Vegas, Nevada Copyright © 2019 by Michael Starks All rights reserved. No part of this publication may be reproduced, distributed, or transmitted without the express consent of the author. Printed and bound in the United States of America. 4th Edition 2019 ISBN-13: 9781796542127 “At what point is the approach of danger to be expected? I answer, if it ever reach us it must spring up amongst us; it cannot come from abroad. If destruction be our lot, we must ourselves be its author and finisher. As a nation of freemen we must live through all time or die by suicide.” Abraham Lincoln (1838) “I do not say that democracy has been more pernicious on the whole, and in the long run, than monarchy or aristocracy. Democracy has never been and never can be so durable as aristocracy or monarchy; but while it lasts, it is more bloody than either. … Remember, democracy never lasts long. It soon wastes, exhausts, and murders itself. There never was a democracy yet that did not commit suicide. It is in vain to say that democracy is less vain, less proud, less selfish, less ambitious, or less avaricious than aristocracy or monarchy. -
A Systems Inquiry Into Organizational Learning for Higher Education
A SYSTEMS INQUIRY INTO ORGANIZATIONAL LEARNING FOR HIGHER EDUCATION by M Victoria Liptak B.A. (University of California, Santa Cruz) 1985 M.Arch. (Southern California Institute of Architecture) 1994 A dissertation submitted in partial fulfillment of the requirements for the degree of Doctorate in Educational Leadership (CODEL) California State University Channel Islands California State University, Fresno 2019 ii M Victoria Liptak May 2019 Educational Leadership A SYSTEMS INQUIRY INTO ORGANIZATIONAL LEARNING FOR HIGHER EDUCATION Abstract This study took an applied systems design approach to investigating social organizations in order to develop a synthetic perspective, one that supports pragmatism’s focus on consequent phenomena. As a case study of reaffirmation processes for four 4-year institutions and their accreditor, WSCUC, it looked for evidence of organizational learning in the related higher education systems of institutions and regional accrediting agencies. It used written documents as evidence of the extended discourse that is the reaffirmation of accreditation process. The documents were analyzed from a set of three perspectives in an effort to build a fuller understanding of the organizations. A structural analysis perspective looked for structural qualities within the discourse and its elements. A categorical analysis perspective considered the evidence of organizational learning that could be found by reviewing the set of documents produced by both WSCUC and the institution as part of the reaffirmation process. The review applied categorical frames adapted from the core strategies identified in Kezar and Eckel (2002b), the five disciplines proposed by Senge (2006), and the six activities identified in Dill (1999). It looked for relationships and interdependencies developed in the content within and between documents. -
What Is Systems Theory?
What is Systems Theory? Systems theory is an interdisciplinary theory about the nature of complex systems in nature, society, and science, and is a framework by which one can investigate and/or describe any group of objects that work together to produce some result. This could be a single organism, any organization or society, or any electro-mechanical or informational artifact. As a technical and general academic area of study it predominantly refers to the science of systems that resulted from Bertalanffy's General System Theory (GST), among others, in initiating what became a project of systems research and practice. Systems theoretical approaches were later appropriated in other fields, such as in the structural functionalist sociology of Talcott Parsons and Niklas Luhmann . Contents - 1 Overview - 2 History - 3 Developments in system theories - 3.1 General systems research and systems inquiry - 3.2 Cybernetics - 3.3 Complex adaptive systems - 4 Applications of system theories - 4.1 Living systems theory - 4.2 Organizational theory - 4.3 Software and computing - 4.4 Sociology and Sociocybernetics - 4.5 System dynamics - 4.6 Systems engineering - 4.7 Systems psychology - 5 See also - 6 References - 7 Further reading - 8 External links - 9 Organisations // Overview 1 / 20 What is Systems Theory? Margaret Mead was an influential figure in systems theory. Contemporary ideas from systems theory have grown with diversified areas, exemplified by the work of Béla H. Bánáthy, ecological systems with Howard T. Odum, Eugene Odum and Fritj of Capra , organizational theory and management with individuals such as Peter Senge , interdisciplinary study with areas like Human Resource Development from the work of Richard A. -
Strategy+Business Issue 40 Works on His Most Ambitious Computer Model: a General Such Complacency
strate gy+business The Prophet of Unintended Consequences by Lawrence M. Fisher from strate gy+business issue 40, Autumn 2005 reprint number 05308 Reprint f e a t u r e s The Prophet of t h e c r e a t i v e m Unintended i n d Consequences 1 by Lawrence M. Fisher Jay Forrester’s computer models show the nonlinear roots of calamity and reveal the leverage that can help us avoid it. Photographs by Steve Edson d n i m e v i t a e r c e h t s e r u t a e 2 f Lawrence M. Fisher ([email protected]), a contributing editor to strategy+ business, covered technology for the New York Times for 15 years and has written for dozens of other business publications. Mr. Fisher is based in San Francisco. A visitor traveling from Boston to Jay Forrester’s maintain its current weight, producing cravings for fat- f home in the Concord woods must drive by Walden tening food. Similarly, a corporate reorganization, how- e a Pond, where the most influential iconoclast of American ever well designed, tends to provoke resistance as t u r literature spent an insightful couple of years. Jay employees circumvent the new hierarchy to hang on to e s Forrester, the Germeshausen Professor Emeritus of their old ways. To Professor Forrester, these kinds of dis- t h e Management at the Massachusetts Institute of Tech- comfiting phenomena are innate qualities of systems, c nology’s Sloan School of Management, also has a repu- and they routinely occur when people try to instill ben- r e a tation as an influential and controversial iconoclast, at eficial change. -
Real and False Spiritual Teachers
REAL AND FALSE SPIRITUAL TEACHERS ‘How can the sleeper arouse the sleeper’ Saadi In many countries in the contemporary world, especially in the West, there are teachers, groups, organizations and representatives of virtually every cult, religion, spiritual teaching and metaphysical system known to humankind. How can the earnest spiritual seeker distinguish between an authentic teaching and a cult, between a false and a real spiritual teacher? Not everyone who claims to be a spiritual teacher is genuine and the discriminating seeker is faced with a confusing “spiritual marketplace” in which so-called teachers of all stripes vie for attention and prominence. Individuals with no proper qualifications or training other than a subjective desire to teach, dominate others and/or seek attention can call themselves spiritual ‘teachers.’ This phenomenon is especially widespread in our current Western culture: Briefly, the Eastern tradition that one learns until one is permitted by a teacher to teach (an ancient tradition perpetuated in apprenticeship and the granting of degrees in the West), is not adhered to in many non-academic areas in the West. The reason for this is not far to seek. In the West, the prevailing culture’s emphasis is on haste, on getting something and passing it on (e.g. products or ideas, after value-enhancing) and so on. This has taken the form, in spiritual, psychological and other areas, of people trying to teach, to expound, to treat or cure, to communicate, before they are properly fitted to do so. The fact that, in the West, anyone can set up as an expert, a teacher, a therapist or adviser, com- pounds this error. -
Avataric Revelation and the Restoration of Spiritual Culture
AVATARIC REVELATION AND THE RESTORATION OF SPIRITUAL CULTURE: ON THE LIFE, WORK, AND PASSING OF ADI DA SAMRAJ AND THE PRESERVATION OF HIS SPIRITUAL LEGACY By Michael (Anthony) Costabile, Director Adidam Midwest Center Chicago, Illinois 773-661-0127 A paper presented at the 2009 International Conference, Salt Lake City, Utah, USA. Preliminary text, copyrighted by the author. Please do not quote without seeking the author’s written consent. NOTE: CESNUR reproduces or quotes documents from the media and different sources on a number of religious issues. Unless otherwise indicated, the opinions expressed are those of the document's author(s), not of CESNUR or its directors. 2 Avataric Revelation and the Restoration of Spiritual Culture: On the Life, Work, and Passing of Adi Da Samraj and the Preservation of His Spiritual Legacy ABSTRACT The passing of a spiritual master and the questions of succession, organizational continuity, and fidelity to the master’s life, instruction, and work have often been problematic and contentious. These challenges are not specific to any tradition and have been met variously throughout history, but they take on new dimensions in the case of Avatar Adi Da Samraj (1939-2008), the spiritual founder of Adidam Ruchiradam. The multi-tiered task of establishing a new tradition, with all of its spiritual, philosophical, aesthetic, cultural, legal, and organizational expressions is monumental in scale—like the artistic images created by Adi Da in the last decade of his life. There is an untold story in Adi Da’s work to create this new spiritual tradition and another in the maturing practice and organizational life of Adidam members—both of which have entered into a new chapter with Adi Da’s passing in November 2008. -
Communities of Commitment: the Heart of Learning Organizations
Work at the MIT Center for Organizatiotial Learning shows that developing new organizational capabilities requires deep reflection and testing. Communities of Commitment: The Heart of Learning Organizations FRED KOFMAN PETER M. SENGE hy do we confront learning opportuni- breakthroughs via partnership between re- W ties witb fear rather than wonder? Why searchers and practitioners. do we derive our self-esteem from knowing Two years of intense practice and reflec- as opposed to learning? Why do we criticize tion have gone by. Some pilot projects are be- before we even understand? Why do we cre- ginning to produce striking results. But we ate controlling bureaucracies when we at- also have learned that it is crucial to address tempt to form visionary enterprises? And the opening questions. We have not found why do we persist in fragmentation and any definitive answers—nor were we looking piecemeal analysis as the world becomes for them—but, dwelling in the questions, we more and more interconnected? have found guiding principles for action. Such questions have been the heart of our Building learning organizations, we are work for many years. They led to the theories discovering, requires basic shifts in how we and methods presented in The Fifth Disciptine. think and interact. The changes go beyond in- They are the driving force behind a new vi- dividual corporate cultures, or even the cul- sion of organizations, capable of thriving in a ture of Western management; they penetrate world of interdependence and change—what to the bedrock assumptions and habits of our we have come to call "learning organiza- culture as a whole. -
MANAGEMENT GURUS and MANAGEMENT FASHIONS: a DRAMATISTIC INQUIRY a Thesis in Support of the Degree of Doctor of Philosophy (Ph.D
MANAGEMENT GURUS AND MANAGEMENT FASHIONS: A DRAMATISTIC INQUIRY A thesis in support of the Degree of Doctor of Philosophy (Ph.D.) By Bradley Grant Jackson, B.Sc., M.A. Department of Management Learning The Management School Lancaster University November 28,1999 JUN 2000 ProQuest Number: 11003637 All rights reserved INFORMATION TO ALL USERS The quality of this reproduction is dependent upon the quality of the copy submitted. In the unlikely event that the author did not send a com plete manuscript and there are missing pages, these will be noted. Also, if material had to be removed, a note will indicate the deletion. uest ProQuest 11003637 Published by ProQuest LLC(2018). Copyright of the Dissertation is held by the Author. All rights reserved. This work is protected against unauthorized copying under Title 17, United States C ode Microform Edition © ProQuest LLC. ProQuest LLC. 789 East Eisenhower Parkway P.O. Box 1346 Ann Arbor, Ml 48106- 1346 ABSTRACT Since the 1980s, popular management thinkers, or management gurus, have promoted a number of performance improvement programs or management fashions that have greatly influenced both the pre-occupations of academic researchers and the everyday conduct of organizational life. This thesis provides a rhetorical critique of the management guru and management fashion phenomenon with a view to building on the important theoretical progress that has recently been made by a small, but growing, band of management researchers. Fantasy theme analysis, a dramatistically-based method of rhetorical criticism, is conducted on three of the most important management fashions to have emerged during the 1990s: the reengineering movement promoted by Michael Hammer and James Champy; the effectiveness movement led by Stephen Covey; and the learning organization movement inspired by Peter Senge and his colleagues. -
The Talking Cure Cody CH 2014
Complexity, Chaos Theory and How Organizations Learn Michael Cody Excerpted from Chapter 3, (2014). Dialogic regulation: The talking cure for corporations (Ph.D. Thesis, Faculty of Law. University of British Columbia). Available at: https://open.library.ubc.ca/collections/ubctheses/24/items/1.0077782 Most people define learning too narrowly as mere “problem-solving”, so they focus on identifying and correcting errors in the external environment. Solving problems is important. But if learning is to persist, managers and employees must also look inward. They need to reflect critically on their own behaviour, identify the ways they often inadvertently contribute to the organisation’s problems, and then change how they act. Chris Argyris, Organizational Psychologist Changing corporate behaviour is extremely meet expectations120; difficult. Most corporate organizational change • 15% of IT projects are successful121; programs fail: planning sessions never make it into • 50% of firms that downsize experience a action; projects never quite seem to close; new decrease in productivity instead of an rules, processes, or procedures are drafted but increase122; and people do not seem to follow them; or changes are • Less than 10% of corporate training affects initially adopted but over time everything drifts long-term managerial behaviour.123 back to the way that it was. Everyone who has been One organization development OD textbook involved in managing or delivering a corporate acknowledges that, “organization change change process knows these scenarios