It is tempting to think that, if a person's beliefs are coherent, they are also likely to be true. Indeed, this truth-conduciveness claim is the cornerstone of the popular coherence theory of knowledge and justification. Hitherto much confusion has been caused by the inability of coherence theorists to define their central concept. Nor have they succeeded in specifying in unambiguous terms what the notion of truth-conduciveness involves. This book is the most extensive and detailedstudy of coherence and probable truth to date.Erik Olsson argues that the value of coherence has been generally overestimated; it is severely problematic to maintain that coherence has a role to play in the process whereby beliefs are acquired or justified. He proposes that the opposite of coherence, i.e. incoherence, can still be the driving force in the process whereby beliefs are retracted, so that the role of coherence in our enquiries is negative rather than positive. Another innovative feature of Olsson's book is its unified,interdisciplinary approach to the issues at hand. The arguments are equally valid for coherence among any items of information, regardless of their sources (beliefs, memories, testimonies, and so on). Writing in accessible, non-technical language, Olsson takes the reader through much of the history of thesubject, from early theorists like A. C. Ewing and C. I. Lewis to contemporary figures like Laurence BonJour and C. A. J. Coady. Against Coherence will make stimulating reading for epistemologists and anyone with a serious interest in truth.

It is tempting to think that, if a person's beliefs are coherent, they are also likely to be true. Indeed, this truth-conduciveness claim is the cornerstone of the popular coherence theory of knowledge and justification. Hitherto much confusion has been caused by the inability of coherence theorists to define their central concept. Nor have they succeeded in specifying in unambiguous terms what the notion of truth-conduciveness involves. This book is the most extensive and detailed study of coherence and probable truth to date. Erik Olsson argues that the value of coherence has been generally overestimated; it is severely problematic to maintain that coherence has a role to play in the process whereby beliefs are acquired or justified. He proposes that the opposite of coherence, i.e. incoherence, can still be the driving force in the process whereby beliefs are retracted, so that the role of coherence in our enquiries is negative rather than positive. Another innovative feature of Olsson's book is its unified, interdisciplinary approach to the issues at hand. The arguments are equally valid for coherence among any items of information, regardless of their sources (beliefs, memories, testimonies, and so on). Writing in accessible, non-technical language, Olsson takes the reader through much of the history of the subject, from early theorists like A. C. Ewing and C. I. Lewis to contemporary figures like Laurence BonJour and C. A. J. Coady. Against Coherence will make stimulating reading for epistemologists and anyone with a serious interest in truth.

Complex times call for clear solutions—If initiative overload and fragmentation are keeping your best plans from becoming reality, it’s time to start leading differently. The key to bringing about the kind of successful and sustainable change you need is the Coherence Framework, a dynamic, customizable road map made up of four essential components: Focused direction to build collective purpose Cultivating collaborative cultures while clarifying individual and team roles Deepening learning to accelerate improvement and foster innovation Securing accountability from the inside out Coherence provides the insights and tools to drive effective leadership. Now you can gain a deeper understanding of Coherence with The Taking Action Guide to Building Coherence in Schools, Districts, and Systems. Coherence is a book that demands action – it moves from the narrative of fixing one teacher at a time, to asking about the coherence of the system (be it school, national, or world issues). Fullan and Quinn create an important narrative about direction, working together, deepening learning, and securing accountability. The book sparkles with examples of coherence in action, it makes no excuses for employing the wrong levers of change. This is the blueprint for a new vocabulary of education action; it shows where we need to go next, and is another example of Fullan at the top of his game. John Hattie Director, Melbourne Education Research Institute and Author of Visible Learning "School systems that struggle are riddled with incoherence—mismatched strategies, competing cultures, and illogical initiatives. Fullan and Quinn explain clearly how coherence can solve the problem. Based on solid research and lessons drawn from effective practice, Coherence provides a comprehensive model to guide educators as they learn and lead their way to better schools." Susan Moore Johnson Jerome T. Murphy Research Professor Harvard Graduate School of Education

This book is an essay on how people make sense of each other and the world they live in. Making sense is the activity of fitting something puzzling into a coherent pattern of mental representations that include concepts, beliefs, goals, and actions. Paul Thagard proposes a general theory of coherence as the satisfaction of multiple interacting constraints, and discusses the theory's numerous psychological and philosophical applications. Much of human cognition can be understood in terms of coherence as constraint satisfaction, and many of the central problems of philosophy can be given coherence-based solutions. Thagard shows how coherence can help to unify psychology and philosophy, particularly when addressing questions of epistemology, metaphysics, ethics, politics, and aesthetics. He also shows how coherence can integrate cognition and emotion.

Every business leader faces innumerable challenges every working day, each one taking their toll on precious energy levels and the ability to respond and react positively in a commercial environment. Coherence recognizes the key factors that take their toll on a leader's effectiveness and ability to lead, and provides the reader with unique solutions designed to improve physiological factors that impact on core competencies. Problems today cannot be solved with yesterday's level of thinking. CEOs fail and leaders burn out because our thinking has not sped up or powered up. The author not only recognizes that leaders have the potential for limitless processing power, but shows them how to access it, taking them back to fundamentals and, quite literally, to the heart of who we are and how we function successfully. By showing leaders how to be 'younger, smarter, healthier and happier' Coherence gives every decision maker the power to make influential decisions under pressure and achieve sustainable success at every level.

The Coherence of Theism investigates what it means, and whether it is coherent, to say that there is a God. Richard Swinburne concludes that despite philosophical objections, most traditional claims about God are coherent (that is, do not involve contradictions); and although some of the most important claims are coherent only if the words by which they are expressed are being used in analogical senses, this is the way in which theologians have usually claimed that they are being used. When the first edition of this book was published in 1977, it was the first book in the new 'analytic' tradition of philosophy of religion to discuss these issues. Since that time there have been very many books and discussions devoted to them, and this new, substantially rewritten, second edition takes account of these discussions and of new developments in philosophy generally over the past 40 years. These discussions have concerned how to analyse the claim that God is 'omnipotent', whether God can foreknow human free actions, whether God is everlasting or timeless, and what it is for God to be a 'necessary being'. On all these issues this new edition has new things to say.

Some combinations of attitudes-beliefs, credences, intentions, preferences, hopes, fears, and so on-do not fit together right: they are incoherent. A natural idea is that there are requirements of 'structural rationality' that forbid us from being in these incoherent states. Yet many philosophers have recently attempted to minimize or eliminate structural rationality, arguing that it is just a 'shadow' of 'substantive rationality' - that is, correctly responding to one's reasons. In 'Fitting Things Together', Alex Worsnip pushes back against this trend, providing a sustained defense of the view that structural rationality is a genuine, autonomous, unified, and normatively significant phenomenon.