This book is concerned with helping you improve your approach to decision-making. The author examines judgement in a selection of managerial contexts and provides important understanding that can help you make better leadership decisions. The book also pinpoints the in-house politics of organisational decision-making. Drawing on the very latest research, it introduces practical techniques that show you how to analyse and develop your own decision-making style. It will help you to deliver sharp and insightful analyses of your business and develop (...) effective solutions. In addition, it presents simple checklists that will give you vital insights throughout the decision-making process. Students and practitioners of leadership, management, and allied fields will find this book useful in order to understand and implement useful methods. (shrink)

In this chapter it is pointed out that leaders who make decisions normally rely on both their intuition and their analytical thinking. Modern research shows that intuitive thinking has the potential to support the analytical, if used properly. Leaders must therefore be aware of the possibilities and limitations of intuition. Fresh thinking and innovation are key elements in leadership analysis, thus creative problem-solving is an important complement to traditional leadership thinking. Creative leaders work extensively with both intuition and logic. They (...) also often work with metaphors, analogies, images and imagination to create dynamism in the analysis of a problem. Many leaders come in daily contact with problems that are not necessarily self-generated. It is therefore important that they have the opportunity to take an outside perspective on the situation. They must be able to define the problems which are of strategic importance for the activity. Leaders should not allow themselves to be stressed too much by various everyday problems, but be aware that they usually cannot just ignore them. After delineating a problem a leader should think through what trials ought to be conducted to test a given hypothesis about reality. This can be done by showing how different problems are related to each other. When analyzing various problems it is useful to clarify what kinds of decisions theyrelate to. Some decisions must be made directly, while others canbe postponed. Some decisions are reversible in nature while others are irrevocable -/- . (shrink)

This chapter makes it clear that a significant element of both leadership and decision making is the development aspect. Leaders develop in their decision making by being confronted with difficult decision situations. However, they also develop through various forms of systemized training and education. Different leaders tend to develop in different directions. For this reason, one can identify a number of key leadership styles based on different ways of leading. These different styles are appropriate for various types of organization. Some (...) organizations require a strict and authoritative style, while others are in greater need of a more democratic style. Senior leaders often have the capacity to switch between different leadership styles depending on how the situation develops. In addition, there are a number of key decision-making roles that leaders are expected to manage. These include the role of entrepreneur, problem-solver, resource-allocator and negotiator. Leaders must also learn to work with clarity, conviction, courage, and communication in order to facilitate their decisions. Research shows that leaders who face severe adversity in their careers often are forced to make many difficult decisions. As a result they develop. Being forced to make difficult decisions actually leads to reflection, self-awareness and self-knowledge of one’s own values. Leaders also develop by communicating their problems in a structured way with more experienced colleagues. The fact that leaders develop by making difficult decisions leads to various forms of action having a central role. It is by putting decisions into action that leaders develop, as well as by reflecting on what alternative decisions could have been made. An action perspective on leadership decisions is closely linked to the concept of sense-making. This phenomenon implies observation, action, revision and communication in the aftermath of a decision. There is research indicating that reflection, critical thinking, intuition, ethics and communication are important dimensions of leaders and decision makers who are generally perceived as wise. -/- . (shrink)

In this chapter, it is demonstrated that the concepts of leadership and organization are closely linked. A leader should initially get to know the organizational culture as well as possible. Such a culture can for example be authoritarian and conformist or innovative and progressive in nature. The assumption is that leaders are influenced by their own culture. Strategic decisions are characterized by the fact that they are new, complex and open in nature, and being able to develop a strategy is (...) one of the most difficult tasks for a leader. Traditionally, it is primarily the top leadership in an organization that works with strategic decisions, and thus it is common that strategic issues are handled by top leadership teams. This is related to the globalization of business and to the fact that the pace of work has increased significantly. In order to exercise leadership, a leader must have access to power. A power base can be created through networking as well as by using different political tactics. However, it is important to use political tactics in order to promote the organization's interests. When a leader has built up a power base, it is essential that power is used properly. The decisions that leaders make must be ethically correct and not violate universal human values. For instance, they should not lead to negative consequences for others within or outside the organization. Evidence suggests that most leaders have the potential to develop as ethical decision makers. -/- . (shrink)

This chapter illustrates that in order to reach a decision a leader must decide which persons should be involved in the process and when. A relatively common method of involving others is delegating the decision to a group. A main objective of this is often to generate as many innovative ideas as possible, and different techniques can be employed for this, including brainstorming. The proposal generated must then be validated by the group using different criteria on the basis of which (...) it is then relatively easy to filter out proposals that do not reach the goals that have been set. However, a leader needs to collect additional information in order to reach a decision. By the use of information technology vast amounts of information may be accumulated. Thus, different kinds of filtering or weeding methods must be used in order to quickly obtain relevant information. This information can help leaders create forecasts and minimize risks. They must also be able to present their ideas in the most attractive way possible in order to be heard and arrive at decisions. The design of the presentation is therefore critical. Sometimes it is not enough for leaders just to present an idea, they are then obliged to negotiate in order to reach a decision. -/- . (shrink)

In this chapter it is demonstrated that the way in which leaders implement a decision largely depends on the nature of it, that is, whether it is strategic or not. Leaders must be as open as possible and not withhold information from the persons involved in the process. Therefore, they should distribute as much relevant information as possible to meeting participants before a meeting. At the same time, they must be able to steer the process. It is not unusual for (...) there to be a separation between the formulation and implementation of a strategic decision. Often, it is the top leadership that formulates the decision problem and the middle managers that implement its solution. For this reason, it is relatively common that the top leadership signals that the implementation has been successful as soon as the middle managers begin to report positive results. This can sometimes happen even though most of the implementation is incomplete. However, there are also cases where the top leaders rule out certain implementation processes as failures when in fact they prove later on to be successful. A common problem in organizations is that leaders often inherit the task of implementing decisions that past leaders have made. In order to succeed with an implementation, leaders must understand the importance of the process. They must communicate their vision clearly, evaluate and monitor continuously, and allow interested parties to participate actively in the process. They should also understand that what at first may look like a failure, at a later stage may prove to be a success -/- . (shrink)

This chapter includes a discussion of leadership decisions and stress. Many leaders are daily exposed to stress when they must make decisions, and there are often social reasons for this. Social standards suggest that a leader must be proactive and make decisions and not flee the situation. Conflict often creates stress in decision-making situations. It is important for leaders to understand that it is not stress in itself that leads to bad decisions, rather, bad decisions may be the result of (...) time pressure in the sense that leaders have not been able to gather enough relevant information. Thus, it is worthwhile for leaders to be able to prioritize properly in order to cope with stressful situations. In some situations, a leader chooses to delegate the decisions to his/her team and then it is important to guard against «groupthink», a phenomenon where members of a team put consensus before anything else as a result of the peer pressure. A number of methods are presented that enable leaders to avoid this phenomenon. Often leaders are involved in decision-making situations where they are forced to navigate between objectives that are in strong conflict with each other. We are talking about «decision dilemmas». These are characterized by the existence of a conflict between the top leadership's desire to control the activities and their wish to give autonomy and independence to the various units. It is important for leaders to be able to strike a balance in different dilemma situations and understand how to best manage conflicts when they arise -/- . (shrink)

Experiment, instrumentation, and procedures of measurement, the body of practices and technologies forming the technical culture of science, have received at most a cameo appearance in most histories. For the history of science is almost always written as the history of theory. Of course, the interpretation of science as dominated by theory was the main pillar of the critique, launched by Kuhn, Quine, Hanson, Feyerabend, and others, of the positivist and logical empiricist traditions in the philosophy of science. Against Carnap, (...) Hempel, Nagel, and Popper, who accorded observation reports an independent status either as a source of inductive support or as a basis for the falsification of scientific theories, Hanson and Kuhn emphasized the theory-ladenness of observation. They made this central point – that all observation is shaped by reference to theory – the cornerstone of a full-blown philosophy of science by buttressing it with two additional lines of argument: First, theories are always underdetermined by the data, several theories being compatible with the same set of data. Hence, choice between theories is never a matter of empirical support, but always turns around conceptual issues. Second, statements derived from theory never confront nature alone; they are always clothed in a web of interrelated beliefs. Thus, theories, their associated observation languages, and the entire technical culture they support must be accepted or rejected as wholes. (shrink)

The limited aim here is to explain what John Dewey might say about the formulation of the grue example. Nelson Goodman’s problem of distinguishing good and bad inductive inferences is an important one, but the grue example misconstrues this complex problem for certain technical reasons, due to ambiguities that contemporary logical theory has not yet come to terms with. Goodman’s problem is a problem for the theory of induction and thus for logical theory in general. Behind the whole discussion of (...) these issues over the last several decades is a certain view of logic hammered out by Russell, Carnap, Tarski, Quine, and many others. Goodman’s nominalism hinges in essential ways on a certain view of formal logic with an extensional quantification theory at its core. This raises many issues, but the one issue most germane here is the conception of predicates ensconced in this view of logic. (shrink)

Scientists generally record their laboratory activities and experimental results in notebooks, from which they construct scientific papers. The Johns Hopkins physiologist William Henry Howell kept a laboratory notebook from 1913 to 1914, in which he recorded experiments on the blood clotting factor prothrombin. In 1914 he published a paper using this notebook, to justify his theory of prothrombin activation. Howell's paper is reconstructed, in terms of its narrative and argument elements, from the laboratory activities and experimental results recorded in the (...) notebook. This reconstruction reveals an intimate connection between the two texts and the process by which Howell constructed a scientific paper. The generation of scientific knowledge by Howell is then evaluated, especially in terms of theory formation and justification. (shrink)

ArgumentDrawing and writing number among the most widespread scientific practices of representation. Neither photography, graphic recording apparatuses, typewriters, nor digital word- and image-processing ever completely replaced drawing and writing by hand. The interaction of hand, paper, and pen indeed involves much more than simply recording or visualizing what was previously thought, observed, or imagined. Both writing and drawing have the power to translate concepts and observations into two-dimensional, manageable, reproducible objects. They help to develop research questions and they open up (...) an interaction between the gathering of phenomena and the formation of theses. Related to the manifold studies of representational activities in the sciences and the humanities, this topical issue tries to refine our understanding of the capacities of drawing and writing as research techniques; i.e. as productive epistemic practices. In particular the contributions address three aspects: the material conditions and configurations of the “scene of drawing and writing,” the involved procedures of production, and the languages of inscription. (shrink)

In recent years the Chemical Revolution has become a renewed focus of interest among historians of science. This interest isshaped by interpretive strategies associated with the emergence anddevelopment of the discipline of the history of science. The disciplineoccupies a contested intellectual terrain formed in part by thedevelopment and cultural entanglements of science itself. Threestages in this development are analyzed in this paper. Theinterpretive strategies that characterized each stage are elucidatedand traced to the disciplinary interests that gave rise to them. Whilepositivists (...) and whigs appropriated the history of science to thejustificatory and celebratory needs of science itself, postpositivistslinked it to philosophical models of rationality, and sociologists ofknowledge sought its sociological reconstruction. Since none of thesestrategies do justice to the complexity of historical events, a modelof the Chemical Revolution is outlined which upholds the autonomyand specificity of history and the methods used to study it. (shrink)

The authors study how an aerosol technology research group constructed a research agenda for itself and how its activity was changed in the process. The group's research agenda was heterogeneous, comprising several research areas in which the knowledge of aerosols was applied in different industrial contexts. The authors analyze the development of one of these areas, the research on the production of ultrafine particles from 1992 to 1997, employing the concept of mediated activity that has been developed in the cultural-historical (...) theory of activity. In the analysis, the activity is seen as the coevolution of the subject, the means, and the research object and the networks of collaboration with other activities. The applications developed in the collaborative networks significantly influence the identity and learning of the researchers, the construction of tools and instruments, and the selection of the phenomena to be studied. (shrink)

While historians of the microscope currently consider that no programme of microscopy took place during the Enlightenment, the thesis challenges this view and aims at showing when and where microscopes were used as research tools. The focus of the inquiry is the research on microscopic animalcules and the relationship of European microscope making and practices of microscopy with topical trends of the industrial revolution, such as quantification. Three waves of research are characterised for the research on animalcules in the Enlightenment: (...) 1. seventeenth-century observations on animalcules crowned by Louis Joblot's 1718 works in the milieu of Paris Académie royale des sciences, 2. mid eighteenth-century observations and experiments on polyps and animalcules (Trembley, Baker and Hill) and, 3. between 1760 and 1790, OF Müller's establishment of the systematics of infusoria in Denmark and Germany. (shrink)

Having refuted the phlogiston theory, Lavoisier uses this second portion of his essay to expound his new theory of combustion, based on the oxygen principle. He gives a mechanistic account of thermodynamic phenomena in terms of a subtle fluid and its ability to penetrate porous bodies. He uses this hypothetical fluid to explain volume changes, heat capacity and latent heat. Beyond the three types of combustion that he distinguishes and defines, Lavoisier also explains other chemical sources of heat, such as (...) the heat of solution. (shrink)

This study of biological laboratory is focussed on the biological experiment. By confronting the real conditions of life science experiments with an ideal canon of experimental principles - which is constituted by the six preconceptions of separation, manipulation, control, distance, reproduction and homogeneity - the differences and specialities of biological experimentation are examined. This special constitution of biological experiments in the laboratory is a reaction of the special conditions of biological phenomena too. In a co-evolutionary process of trial-and-error improvement of (...) laboratory actions not only technical points but also natural conditions are impressed on the methodical executions. This special relation between ,,nature" and ,,art" can be described in the terms of Merleau-Pontys ,,chiasm". German Im Fokus dieser Untersuchung zum biologischen Labor steht die Analyse des Experiments. Durch konfrontative Gegenüberstellung der realen Forschungs-bedingungen in den Lebenswissenschaften mit dem Idealkonzept vom Experiment - gekennzeichnet durch die sechs Vorannahmen der Separation, Manipulation, Kontrolle, Distanz, Wiederholbarkeit und Homogenität - wird die spezifische Ausgestaltung des biologischen Methodenarsenals deutlich. Diese ist auch als eine Reaktion auf die besonderen Forschungsbedingungen der Biologie zu interpretieren. In einem koevolutiven ,,trial and error-Verfahren der Optimierung biologischer Laborhandlungen prägt sich bei aller Künstlichkeit auch eine ,,natürliche Vorgabe in den methodischen Vollzug ein. Dieses spezielle Verhältnis von ,,Natur und ,,Kunst kann in Analogie zu Merleau-Pontys Konzept des ,,Chiasmus interpretiert werden. (shrink)

An interdisciplinary fusion between the philosophy of science and the teaching of science can help to eradicate the disciplinary rigidity entrenched in both. In this paper I approach the history of sciencethematically, identifying general themes which transcend the boundaries of individual disciplines. Such conceptual themes can be used as a basis for an interdisciplinary introduction to university science, encouraging certain important cognitive skills not exercised during the disciplinary training emphasised in traditional approaches. Courses which teach themes such as conservation, randomness, (...) and holism/reductionism have already proved successful, and these innovations should encourage philosophers and historians to explore the exciting new possibilities which arise from stepping outside the confines of a single discipline. (shrink)

Standard philosophical discussions of theory-ladeness assume that observational evidence consists of perceptual outputs (or reports of such outputs) that are sentential or propositional in structure. Theory-ladeness is conceptualized as having to do with logical or semantical relationships between such outputs or reports and background theories held by observers. Using the recent debate between Fodor and Churchland as a point of departure, we propose an alternative picture in which much of what serves as evidence in science is not perceptual outputs or (...) reports of such outputs and is not sentential in structure. (shrink)

The paper examines differences of styles of experimentation in the history of science. It presents arguments for a historization of our historial and philosophical notion of "experimentation," which question the common view that "experimental philosophy" was the only style of experimentation in the eighteenth and early nineteenth centuries. It argues, in particular, that "experimental history" and technological inquiry were accepted styles of academic experimentation at the time. These arguments are corroborated by a careful analysis of a case study, which is (...) embedded in a comparative historical overview. (shrink)

It is generally agreed upon today that scientific reasoning, like everyday reasoning, proceeds in a dynamic way: inferences derived at some stage in the reasoning process may at a later stage be rejected. This dynamics may be extrinsic or intrinsic. I shall call it extrinsic when previously derived conclusions are rejected on non-logical grounds, and intrinsic when their rejection is based on a purely logical analysis.

In Expériences sur le principe de la vie (Chez D’Hautel, Paris, 1812), Jean César Legallois, a French physician and physiologist, explored the basic regulatory framework of vital processes of warm-blooded animals. He decapitated rabbits and cut off their limbs in order to search for a seat of life that is located in the spinal cord. Through ligatures and artificial pulmonary insufflations, he kept the trunks of rabbits alive for some minutes. Legallois thus criticized models of organic order in which the (...) spinal cord only mediates, like a gross nerve, between the brain and the body. He identified a certain section of the spinal cord that influences respiratory acts, and he also established a connection between the spinal cord and the movement of the heart. Further on, Legallois envisioned experiments that would extend the life-time of headless trunks through the infusion of arterial blood. (shrink)

This paper argues that historical research is an important tool for modeling problem-solving in scientific invention and discovery. Two important cases in the history of modern physics—the invention of the transistor by John Bardeen and Walter Brattain and the development of the theory of superconductivity by Bardeen, Leon Cooper, and J. Robert Schrieffer—reveal factors essential to include in such a model. The focus is on problem-solving practices: problem decomposition, analogy, bridging principles, team-work, empirical tinkering, and library research. A complete framework (...) must encompass the full range of factors, including contingent individual traits and environmental circumstances. (shrink)