Systems Intelligence – A New Lens on Human Engagement and Action |
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Page 3
... figure out the bigger picture, freedom looms large, reaching out if needed to staggering dimensions. Philosophy stops at nothing. It is ready to fly out to the limits of conceptual reason and beyond with imagination, relying on words ...
... figure out the bigger picture, freedom looms large, reaching out if needed to staggering dimensions. Philosophy stops at nothing. It is ready to fly out to the limits of conceptual reason and beyond with imagination, relying on words ...
Page 5
... figures , like Schopenhauer and Nietzsche , are far clearer ( and more beautiful ) writers than many of the dominant figures in ... figure . See de Botton ( 1997 , 2000 , 2005 , and 2006 ) . 13 See in particular Comte - Sponville ( 2001 ) ...
... figures , like Schopenhauer and Nietzsche , are far clearer ( and more beautiful ) writers than many of the dominant figures in ... figure . See de Botton ( 1997 , 2000 , 2005 , and 2006 ) . 13 See in particular Comte - Sponville ( 2001 ) ...
Page 15
... figure out the most relevant whole that should work – these three basic aspirations of the creative managerial mindset provide operational guidelines for what I perceive as philosophy for managers. Philosophy's ancient promise of a good ...
... figure out the most relevant whole that should work – these three basic aspirations of the creative managerial mindset provide operational guidelines for what I perceive as philosophy for managers. Philosophy's ancient promise of a good ...
Page 17
... figure in the field of organisational behaviour , and a key source for any serious philosophy for managers . 67 of imagination and with an awareness of an ethical upscale. 57 Some key works here include Hobson ( 2002 ) , Siegel ( 1999 ...
... figure in the field of organisational behaviour , and a key source for any serious philosophy for managers . 67 of imagination and with an awareness of an ethical upscale. 57 Some key works here include Hobson ( 2002 ) , Siegel ( 1999 ...
Page 42
... Figure 3.1 . Emotions and feelings are not independent objects , but are connected to us , our surroundings , our ... Figure 3.1 : Emotions and feelings . Figure 3.2 : Emotion as a system . 42 3. EMOTIONS , DECISION MAKING AND SYSTEMS ...
... Figure 3.1 . Emotions and feelings are not independent objects , but are connected to us , our surroundings , our ... Figure 3.1 : Emotions and feelings . Figure 3.2 : Emotion as a system . 42 3. EMOTIONS , DECISION MAKING AND SYSTEMS ...
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affect control theory Alexander Alexander’s architecture artefacts become behavior Bohm business process cognitive complex concept context create creative cultural decision describe discussion Dourish dynamic emergence emotions environment Esa Saarinen Espoo example experience facilitator feedback feelings focus food acceptance Hämäläinen and Saarinen hedonic Helsinki University holistic ice dancers ice dancing ideas important in-between intelligence in leadership interaction interface intersubjective systems theory Jorma Uotinen leadership and everyday learning living Martin Skotnicky means mental models mind nature nature of order object one’s organizational organizations participants pattern language philosophy for managers positive possible practice process models process simulation projects proprioception psychoanalytic psychology Raimo Saarinen 2007a sensitivity sermon simulation day skating Skotnicky Smeds social encounters social situations Sterman Stern Stolorow and Atwood structures Systems Analysis Laboratory systems intelligence perspective systems intelligent person systems thinking thought understanding University of Technology University Press usability users