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)

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)

Plausibly, agents act freely iff their actions are responses to reasons. But what sort of relationship between reason and action is required for the action to count as a response? The overwhelmingly dominant answer to this question is modalist. It holds that responses are actions that share a modally robust or secure relationship with the relevant reasons. This thesis offers a new alternative answer. It argues that responses are actions that can be explained by reasons in the right way. This (...) explanationist answer comes apart from the modalist answer. For it holds that actions are responses to reasons if they are explained by those reasons even if they don’t share a modally robust relationship. Explanationism thus offers a novel way of vindicating the intuition that alternative possibilities don’t matter to responding to reasons and (consequently) free agency. The key dialectical position the thesis develops is that both modalism and explanationism constitute attempts to capture he core type of relationship encoded by the notion of a response. Responses to reasons, at core, involve a non-accidental relationship between reason and action. We can either understand non-accidentality as a modal phenomenon – as a modally robust tracking between two facts. Or we can understand non-accidentality as an explanatory phenomenon – as a special explanatory relationship between two facts. According to my rival explanationist proposal, two facts share a non-accidental relationship iff we can give a unified explanation of why both obtain. Unified explanations are explanations of why [p&q] that cannot be decomposed into two (or more) separate independent explanations of p and of q. Consequently, according to explanationism about responding to reasons, actions are responses to reasons iff those reasons offer a rational explanation of the action that cannot be decomposed into separate independent components. (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)