Coherence In Thought And Action

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.

Major New York Times bestseller Winner of the National Academy of Sciences Best Book Award in 2012 Selected by the New York Times Book Review as one of the ten best books of 2011 A Globe and Mail Best Books of the Year 2011 Title One of The Economist's 2011 Books of the Year One of The Wall Street Journal's Best Nonfiction Books of the Year 2011 2013 Presidential Medal of Freedom Recipient Kahneman's work with Amos Tversky is the subject of Michael Lewis's The Undoing Project: A Friendship That Changed Our Minds In his mega bestseller, Thinking, Fast and Slow, Daniel Kahneman, the renowned psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. The impact of overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the profound effect of cognitive biases on everything from playing the stock market to planning our next vacation—each of these can be understood only by knowing how the two systems shape our judgments and decisions. Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives—and how we can use different techniques to guard against the mental glitches that often get us into trouble. Winner of the National Academy of Sciences Best Book Award and the Los Angeles Times Book Prize and selected by The New York Times Book Review as one of the ten best books of 2011, Thinking, Fast and Slow is destined to be a classic.

First published in 2002. This is Volume X of twelve in the Library of Philosophy series on Ethics. Written in 1927, this book presents a study in the Coherence Theory of Goodness and looks at areas of will and its context, self and self-knowledge, the world and self and develops into the will as immediate and as individual. The book ends on will as both moral and social. It looks at goodness on two main sides The first is that goodness has its roots in the spiritual activity called willing; that it belongs to things, not in themselves, but as objects of some kind of willing. The second is that goodness belongs to the coherent will; that different kinds of goodness, whether in actions or in things, are due to the different kinds of coherence in the will which wills them; and that moral goodness in particular belongs to a will which. is coherent as a member of an all-inclusive, society of coherent wills.

An eminent psychologist offers a major new theory of human cognition: movement, not language, is the foundation of thought When we try to think about how we think, we can't help but think of words. Indeed, some have called language the stuff of thought. But pictures are remembered far better than words, and describing faces, scenes, and events defies words. Anytime you take a shortcut or play chess or basketball or rearrange your furniture in your mind, you've done something remarkable: abstract thinking without words. In Mind in Motion, psychologist Barbara Tversky shows that spatial cognition isn't just a peripheral aspect of thought, but its very foundation, enabling us to draw meaning from our bodies and their actions in the world. Our actions in real space get turned into mental actions on thought, often spouting spontaneously from our bodies as gestures. Spatial thinking underlies creating and using maps, assembling furniture, devising football strategies, designing airports, understanding the flow of people, traffic, water, and ideas. Spatial thinking even underlies the structure and meaning of language: why we say we push ideas forward or tear them apart, why we're feeling up or have grown far apart. Like Thinking, Fast and Slow before it, Mind in Motion gives us a new way to think about how--and where--thinking takes place.

A selection of essays on writing and reading by the master short-fiction writer Lydia Davis Lydia Davis is a writer whose originality, influence, and wit are beyond compare. Jonathan Franzen has called her “a magician of self-consciousness,” while Rick Moody hails her as "the best prose stylist in America." And for Claire Messud, “Davis's signal gift is to make us feel alive.” Best known for her masterful short stories and translations, Davis’s gifts extend equally to her nonfiction. In Essays One, Davis has, for the first time, gathered a selection of essays, commentaries, and lectures composed over the past five decades. In this first of two volumes, her subjects range from her earliest influences to her favorite short stories, from John Ashbery’s translation of Rimbaud to Alan Cote’s painting, and from the Shepherd’s Psalm to early tourist photographs. On display is the development and range of one of the sharpest, most capacious minds writing today.

When historian Charles Weiner found pages of Nobel Prize-winning physicist Richard Feynman's notes, he saw it as a "record" of Feynman's work. Feynman himself, however, insisted that the notes were not a record but the work itself. In Supersizing the Mind, Andy Clark argues that our thinking doesn't happen only in our heads but that "certain forms of human cognizing include inextricable tangles of feedback, feed-forward and feed-around loops: loops that promiscuously criss-cross the boundaries of brain, body and world." The pen and paper of Feynman's thought are just such feedback loops, physical machinery that shape the flow of thought and enlarge the boundaries of mind. Drawing upon recent work in psychology, linguistics, neuroscience, artificial intelligence, robotics, human-computer systems, and beyond, Supersizing the Mind offers both a tour of the emerging cognitive landscape and a sustained argument in favor of a conception of mind that is extended rather than "brain-bound." The importance of this new perspective is profound. If our minds themselves can include aspects of our social and physical environments, then the kinds of social and physical environments we create can reconfigure our minds and our capacity for thought and reason.

Cogito, ergo sum. ("I think, therefore I am.") When Descartes quipped this, he erroneously split thinking from feeling. He assumed thoughts emerge from a substance other than feeling. This is a historic tragedy, and it is unnecessary. It brings us to a risky end-game. When we attempt to meld preconceived thought with evoked feelings, we come to the craft of "spin doctors." Instead, there is a natural path for connecting thinking and feeling. It involves emotional reflection at the time that understandings are created. This book draws attention to a form of dialogue which is called design dialogue. Design dialogue constructs new meaning from the bottom up. Individuals construct new meanings through individual thinking. In design dialogue, meaning results from group thinking. Group thinking is not as simple as thinking individually while being present within a group. The design process results in a series of co-constructed learning artifacts which, ultimately, constitute a new understanding. The process is concurrently emotional and cognitive, and melding emotion and cognition is achievable with effective design dialogue methods. The first chapter introduces emotion as the catalyst for considering questions, persisting in reflection, and concluding a cycle of thought. This chapter fills in gaps with the treatment of emotion and cognition. The second chapter lays out the sequence of observation-taking, sensemaking, meaning-making, and perspective-taking that are essential steps in thinking. Frameworks for thinking in educational traditions focus not so much on the neurological mechanics of the thought process but rather on the overall internalization of a "way" of understanding things. A third chapter presents a methodology for managing a design dialogue. Group facilitators generally invent and modify their own approaches for leading design projects. This chapter presents a codified approach that offers an advantage of supporting continuous improvement of complex design management methodology. And the final chapter considers the emergence of a sapient group-mind through the agency of design dialogue. This conjectured group-mind is considered in the context of the civic infrastructure that is needed to sustain the continual growth of the human superorganism structure. As humanity has moved from tribes, to cities, to institutions, and now to globally connected networks, each leap forward has been accompanied by profound changes in social practices and belief systems. Recent findings from the field of cognitive science have confirmed a suspicion that we have long held about each other. Individual thinking is biased and flawed. Inclusive and democratically managed discussion, deliberation and design all help to identify and dampen flawed understandings. The individual mind, an essential ingredient in the human spirit, is now, as a matter of practical necessity, bending to the wisdom of a well-informed group mind. The speed and strength of newly emerging social forces and evolving civic trends point to the conclusion that we are on the threshold for a new way of being. This book seeks to evoke reflection on how we can start communicating in a way that prepares us for life in that new future.

Coherence: How Telling the Truth Will Advance Your Cause (and Save the World) offers higher ed professionals both a broad framework and specific strategies for successfully engaging constituents. Arguing that branding is no longer sufficient to meet the changed needs and expectations of today's audiences, Coherence suggests a new approach for consumer relationship-building.

Faced with the difficult task of discerning Plato’s true ideas from the contradictory voices he used to express them, scholars have never fully made sense of the many incompatibilities within and between the dialogues. In the magisterial Plato’s Philosophers, Catherine Zuckert explains for the first time how these prose dramas cohere to reveal a comprehensive Platonic understanding of philosophy. To expose this coherence, Zuckert examines the dialogues not in their supposed order of composition but according to the dramatic order in which Plato indicates they took place. This unconventional arrangement lays bare a narrative of the rise, development, and limitations of Socratic philosophy. In the drama’s earliest dialogues, for example, non-Socratic philosophers introduce the political and philosophical problems to which Socrates tries to respond. A second dramatic group shows how Socrates develops his distinctive philosophical style. And, finally, the later dialogues feature interlocutors who reveal his philosophy’s limitations. Despite these limitations, Zuckert concludes, Plato made Socrates the dialogues’ central figure because Socrates raises the fundamental human question: what is the best way to live? Plato’s dramatization of Socratic imperfections suggests, moreover, that he recognized the apparently unbridgeable gap between our understandings of human life and the nonhuman world. At a time when this gap continues to raise questions—about the division between sciences and the humanities and the potentially dehumanizing effects of scientific progress—Zuckert’s brilliant interpretation of the entire Platonic corpus offers genuinely new insights into worlds past and present.

Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.