Rational thought according to Levinas has the merit of making the world lucid and controllable. But at the same time it strips things and people of their identity and incorporates them in a homogenized rational order. Illusory, but nonetheless oppressive. Rationality’s totalitarian character can provoke resistance and grief with people who are enlisted by it. This can lead to a shameful confrontation in which the thinker is being confronted with his victim’s resistance and sees himself and his thinking made questionable. By proceeding along this route, thinking can be brought to self-criticism and to revision of standpoints. This description by Levinas of rational thinking shows similarity to what managers do in organizations. They make their business controllable, but at the same time with their planning and schemes they create a totalitarian straitjacket. This similarity suggests that also the reactions to imperialistic rationality from Levinas’ description ought to be found in organizations. Is it indeed possible to indicate there the kind of resistance and grief Levinas speaks about? Does that give rise to confrontations between managers and their co-workers who are supposed to subordinate to their schemes? Do managers then feel shame? And do those shameful confrontations consequently lead to self-reflection and change? Desk research suggests that the above elements are partly to be found in the literature of management theory. Interviews with managers show that Levinas’ line of thought can also be found in its completeness within organizations. At the same time it becomes clear that becoming conscious of the elements of that line of thought – that rationality is all-conquering, that it provokes resistance, that that can lead to shame as well as to a new beginning – this is a difficult path to travel. The related experiences are easily forgotten and sometimes difficult to excavate. Translation of Levinas’ thinking into terms of management and organization can help us spot them where they play their role in organizations.

This book highlights the connection between culture and emotion management in teaching and educational leadership and allows researchers from different parts of the world to demonstrate how national and local culture influence the way educational leaders and teachers express their feelings, display their emotion, or suppress emotion publically.

Change management is the missing piece that takes good ideas and turns them into business success. This book is not only a solid introduction to the discipline of change management, but is the primer to catalyze change leadership and competency in your organization. The responsibility for creating competencies to manage and lead change does not rest solely with HR, but lies within all management, right to the seat of the CEO. This book is a practical look at what it means to manage the people side of change

Pluralism has become the defining characteristic of modern societies. Individuals with differing values clamor for equality. Organizations and groups assert particular interests. Social movements flourish and fade. Some see in this clash of principles and aims the potential for a more just human community, while others fear the erosion of enduring culture. Yet beneath this welter stand powerful and pervasive institutions, whose distinctive norms profoundly shape our moral commitments and character—notably the family, the market, the media, and systems of law, religion, politics, research, education, health care, and defense. Drawing on scholarship from five continents, many disciplines, and diverse religious perspectives, this series examines the impact of these various institutions on moral education, character, and values. As globalization carries the shifting dynamic between individuals and institutions into every part of the globe, the contributors hope that this conversation will help address the increasing challenges confronting our pluralist societies and our world. The overwhelming majority of the contributions in this volume deal with the Christian religion, as pluralistic societies today thrive substantially in Christian environments. Contributions by Peter Carnley, Gregor Etzelmüller, Johannes Eurich, Jennifer Herdt, Admiel Kosman, Piet Naudé, Waihan Ng, Friederike Nüssel, Bernd Oberdorfer, Martin Percy, Stephen Pickard, Raja Sakrani, William Schweiker, Philipp Stoellger, Milton Wan, Renee Ip, Michael Welker and John Witte, Jr.

Levinas's big idea is that our lived sense of moral obligation occurs in an immediate experience of the otherness of the Other, and that moral meaning is grounded in alterity rather than identity. Yet he also held what seemed an inconsiderate, or "eurocentric," view of other cultural traditions. In Saying Peace, Jack Marsh explores this problem, testing the coherence and adequacy of Levinas's central philosophical claims. Using a twofold method of reconstruction and critique, Marsh conducts a holistic immanent evaluation of Levinas's major works, showing how the problem of eurocentrism, and abiding ambiguities in Levinas's political and religious thought, can be traced back to specific problems in his general philosophical methodology. Marsh offers an original analysis of Levinas's method that verifies and extends existing critical work by Jacques Derrida, Robert Bernasconi, Judith Butler, and others. This is the first book to foreground the normative question of chauvinism in Levinas's work, and the first to perform a holistic critical diagnosis of his general philosophical method.

Chronic shame is painful, corrosive, and elusive. It resists self-help and undermines even intensive psychoanalysis. Patricia A. DeYoung’s cutting-edge book gives chronic shame the serious attention it deserves, integrating new brain science with an inclusive tradition of relational psychotherapy. She looks behind the myriad symptoms of shame to its relational essence. As DeYoung describes how chronic shame is wired into the brain and developed in personality, she clarifies complex concepts and makes them available for everyday therapy practice. Grounded in clinical experience and alive with case examples, Understanding and Treating Chronic Shame is highly readable and immediately helpful. Patricia A. DeYoung’s clear, engaging writing helps readers recognize the presence of shame in the therapy room, think through its origins and effects in their clients’ lives, and decide how best to work with those clients. Therapists will find that Understanding and Treating Chronic Shame enhances the scope of their practice and efficacy with this client group, which comprises a large part of most therapy practices. Challenging, enlightening, and nourishing, this book belongs in the library of every shame-aware therapist.

In a very understandable, practical, and accessible manner, this book applies recent groundbreaking findings from behavioral neuroscience to the most complex and vexing challenges in organizations today. In particular, it addresses managing large-scale organizational changes, such as mergers and acquisitions, providing lessons and tactics that can be usefully applied to in many different settings. In addition to discussing successful practices, it also identifies the reasons that most past comprehensive, long-term change projects have failed and unmasks the counterproductive effects of the typical evolutionary or emotion-based attempts to change group and individual behavior, using neuroscience as its principal tool.