In this article I advocate a worldly account of normative reasons according to which there is an ontological gap between these and the premises of practical thought, i.e. motivating considerations. While motivating considerations are individuated fine-grainedly, normative reasons should be classified as coarse-grained entities, e.g. as states of affairs, in order to explain certain necessary truths about them and to make sense of how we count and weigh them. As I briefly sketch, acting for normative reasons is nonetheless possible if (...) the connection between normative reasons and motivating considerations is a competence-based correspondence. (shrink)

Two conceptions of motivating reasons, i.e. the reasons for which we act, can be found in the literature: (1) the dominant 'psychological conception', which says that motivating reasons are an agent's believing something; and (2) the 'non-psychological' conception, the minority view, which says that they are what the agent believes, i.e. his beliefs. In this paper I outline a version of the minority view, and defend it against what have been thought to be insuperable difficulties - in particular, difficulties concerning (...) 'error cases' (cases where what the agent believes is false); and difficulties concerning the explanation of action. Concerning error cases, I argue that if we are motivated by something believed that is true, what motivates us to act is a motivating reason. By contrast, if we are motivated by something believed that is false, then what motivates us to act is merely an apparent motivating reason. Either way, what motivates us is, as the non-psychological conception says, what we believe and not our believing it. I offer an account of the relation between motivating reasons and the explanation of action, and argue that this account helps bring out two important points. One is that the fact that we often do, and indeed sometimes must, use explanations such as 'He did it because he believed that p' does not vindicate the psychological conception of motivating reasons. The other is that endorsing the non-psychological conception of motivating reasons does not commit one to a non-factive view of explanations of action. (shrink)

The causal theory of reasons holds that acting for a reason entails that the agents action was caused by his or her beliefs and desires. While Donald Davidson (1963) and others effectively silenced the first objections to the theory, a new round has emerged. The most important recent attack is presented by Jonathan Dancy in Practical Reality (2000) and subsequent work. This paper will defend the causal theory against Dancy and others, including Schueler (1995), Stoutland (1999, 2001), and Ginet (2002).Dancy (...) observes that our reasons are neither psychological states nor causes, and that our reasons can be both motivating and normative. I argue that these observations are fully compatible with the causal theory. According to the reductive version I develop for both cognitive and optative reasons, what it is for an action to be done for a reason is for certain beliefs and desires to cause the action in a particular way. Our reasons for action are the objects of some of those beliefs and desires. The causal process has two stages. This theory explains not only Dancys observations, but also many other facts about reasons that alternative theories leave unexplained. I argue against Schueler and others that the non-appetitive desires entailed by acting for reasons are no less distinct and independent causal factors than the beliefs entailed. I go on to rebut arguments that the relation between psychological states and actions cannot be causal because it is non-empirical, rational, normative, or non-deterministic, and that explanations in terms of psychological causes are incompatible with explanations in terms of reasons. (shrink)

Since management is about influencing - influencing people who work in the organization, the structure and practices of the organization, as well as its environment - how ‘influencing’ is understood evidently makes a huge difference. The still popular empiricist concept of cause-effect relations as presupposing regularities is mistaken, since it forms no sufficient basis for action in new and unique situations. As alternative notions of causation, the paper discusses the Critical Realist conception of causal powers and the counterfactual conditional view, (...) arguing that the classical notion of power (dunamis in Greek; power, potentiality, possibility, ability, capacity, capability in English) offers the most fruitful analysis of causal relations for managerial purposes. The paper presents the four ontological features of power scrutinised already by Aristotle in his Metaphysics and Physics, and actively discussed in current philosophy of science. These are the potentiality-actuality distinction, full power as consisting of an active and a receptive component, the distinction of rational and non-rational powers, and the idea of hierarchy of powers. These ontological distinctions suit management contexts not only because they allow room for new unique decision-making situations, but primarily because they imply invaluable practical advice. The relevance of the power ontology for management is illustrated in the context of the Bohm and the new Timeout dialogue. The paper concludes with a summary of the practical implications of the classical power ontology to management and the adoption of dialogical practices to managerial expertise. (shrink)