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.

The Handbook of Business Ethics: Philosophical Foundations is a standard interdisciplinary reference handbook in the field of business ethics. Articles by notable philosophers and economists examine fundamental concepts, theories and questions of business ethics: Are morality and self-interest compatible? What is meant by a just price? What did the Scholastic philosophers think about business? The handbook will cover the entire philosophical basis of business ethics. Articles range from historical positions such as Aristotelianism, Kantianism and Marxism to systematic issues like justice, religious issues, rights and globalisation or gender. The book is intended as a reference work for academics, students (esp. graduate), and professionals.

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.

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.

SHORTLISTED: Business Book Awards 2023 - Change & Sustainability How can I coach employees effectively when business change is constant? What tools and techniques can I use both in-person and remotely? How can I reduce the stress caused by business transformation to boost productivity and wellbeing? Coaching People through Organizational Change is a practical guide for professional coaches and managers alike. It is specifically designed to support those coaching employees during uncertain times in a new world of work which is in a constant state of flux. It outlines what organizational change is, the different forms it can take and how to use evidenced-based coaching techniques to support the delivery of lasting business change. It will help those coaching to develop a greater understanding of how the brain makes decisions and adjusts to change and provides practical advice and guidance that can be used to deliver the most effective coaching intervention. Including over 20 tools and frameworks each supported by a suggestion for what type of organizational change the activity is best suited for, this is invaluable reading for anyone responsible for coaching and talent development whether as a professional coach or a line manager. Including country-agnostic advice that can be used with employees both in-person and remotely, this book will help to reduce stress and presenteeism and to boost productivity, performance, resilience and wellbeing.