This article responds to Johan Dahlbeck’s ‘Towards a pure ontology: Children’s bodies and morality’, 2014, pp. 8–23). His arguments from Nietzsche and Spinoza do not carry the weight he supposes, and the conclusions he draws from them about pedagogy would be ill-advised in practice.

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)

The economic crisis in Europe exposes the European Union’s political fragility. How a polity made of very different states can live up to the motto “Europe united in diversity” is difficult to envisage in practice. In this paper I attempt an “exegesis”—a critical explanation or interpretation of a series of published pieces (“the Series”) which explores, first, if European unity is desirable at all. Second, it presents a new methodology—analogical hermeneutics—used throughout the Series to approach the problem of unity. Third, (...) it conceptualises the source of unity as political identity. Fourth, it advances that the vehicle to share such identity is an analogical language: the political culture of human rights. Fifth, it submits the conditions under which such political culture could ground political identity through an open public sphere. Finally, it presents a way in which solidarity can grow as the increasingly diverse citizens of the European Union interact with each other. Even though the economic crisis can be solved by means of sound economic strategy (which is not the main object of my work), any successful economic strategy requires—as a precondition—a certain degree of political unity (the central concern of my research). (shrink)