This paper explores the relationship between the thought of Theodor W. Adorno and Jiddu Krishnamurti. It focuses upon how both thinkers employ a determinately negative epistemology and revise Hegelian dialectics as a manner of ratiocination to resolve socio-political problems. It is argued that Krishnamurti’s negative epistemology is rendered more robust when read along with Adorno’s critical theory, aesthetic theory, and notions of negative dialectics and non-identity thinking. It is hoped that this synthesis of thought raises the possibility for ongoing creative (...) responses to contemporary socio-political challenges over and above either political demonstration or intellectual retreat. (shrink)

The Zapatista Indigenous Movement from Chiapas, Mexico is an example of the anthropological dynamics between the visible and the invisible in Western culture and the possible revolution of perceiving reality as such since they had to cover their faces with masks in their rebel anti-system movement in order to be considered as having the same dignity as other human beings: they performed a revolutionary act that changed the symbolic order of the visible by the public exhibition of their colonial submission. (...) The mask gave them a face, disrupting the order of the visible with uncanny faces. In this article, a nondual model is proposed to capture the inessential ground of the given composed of endless perspectives in continuous transformation by the generation of ontological novelty: an open cognitive horizon of symbolically empty points of view irreducible to one perspective. For Krishnamurti, the revolutionary act is to see without an image in order to phenomenologically attend to things as they are beyond the known and the unknown such as Stilinovi? and Malevich pursued the dissolution of symbolic representations through art for the transformation of human reality. (shrink)

In this brief response, I present four thoughts on trait emotional intelligence with reference to the commentaries by Laborde and Allen and Schutte and Malouff.

In response to increasing calls to realize more potential from diversity in organizations, Frances Hesselbein, CEO of Peter Drucker Leadership Institute, challenged management scholars to enrich the understanding of diversity. Her challenge contains descriptive and normative elements, and extends beyond learning only "about" others, toward "diversifying oneself." With this purpose in mind, this two-stage study develops a framework of divergent learning. The first stage describes a philosophical foundation grounded in literature that orients its key concepts toward divergent learning. The second (...) stage adds a layer of practical insights, gathered from professionals in eight different fields, providing channels of access and application within organizational contexts. (shrink)