" Here Jonathan Lear argues that irony is one of the tools we use to live seriously, to get the hang of becoming human.

This paper argues that explicit reading instruction should be part of lower level undergraduate philosophy courses. Specifically, the paper makes the claim that it is necessary to provide the student with both the relevant background knowledge about a philosophical work and certain metacognitive skills (e.g. their ability to reflect on the learning process) that enrich the reading process and their ability to organize the content of a philosophical text with other aspects of knowledge. A “How to Read Philosophy” handout and (...) student reactions to the handout are provided. (shrink)

‘Irony,’ says Quintilian, is that figure of speech or trope ‘in which something contrary to what is said is to be understood’ . His formula has stood the test of time. It passes intact into Dr Johnson's dictionary . It survives virtually intact in ours:Irony is the use of words to express something other than, and especially the opposite of, [their] literal meaning.

First published in 1946, History of Western Philosophy went on to become the best-selling philosophy book of the twentieth century. A dazzlingly ambitious project, it remains unchallenged to this day as the ultimate introduction to Western philosophy. Providing a sophisticated overview of the ideas that have perplexed people from time immemorial, it is 'long on wit, intelligence and curmudgeonly scepticism', as the New York Times noted, and it is this, coupled with the sheer brilliance of its scholarship, that has made (...) Russell's History of Western Philosophy one of the most important philosophical works of all time. (shrink)

This book traces the development of Plato's theory in its historical context, from the Socratic conception of virtue, knowledge and moral motivation to the revised Platonic conception, including the Theory of recollection, the Theory of forms, Platonic love, and the divisions of the soul.

What is right in the corporation is not what is right in a man's home or in his church," a former vice-president of a large firm observes. "What is right in the corporation is what the guy above you wants from you." Such sentiments pervade American society, from corporate boardrooms to the basement of the White House. In Moral Mazes, Robert Jackall offers an eye-opening account of how corporate managers think the world works, and of how big organizations shape moral (...) consciousnss. Based on extensive interviews with managers at every level of two industrial firms and of a large public relations agency, Moral Mazes takes the reader inside the intricate world of the corporation. It is a world where hard work does not necessarily lead to success, but where sharp talk, self-promotion, powerful patrons, and sheer luck might; where intense competition is masked by cheerfully bland public faces; where intentions are cloaked and frankness is simply one of many guises; and where words are always provisional and accountability often depends on the ability to outrun mistakes. In this topsy-turvy world, managers must bring often unforgiving technology and always difficult people together to make money, an uncompromising task demanding continual compromises with conventional verities. Moral issues are translated into practical concerns and into issues of public relations. Sooner or later, managrs ask themselves: How does one act in such a world and maintain a sense of personal integrity? Moral Mazes is a brilliant, sometimes disturbing, often wildly funny study of corporate thinking, decision-making, and morality. It is an analytical work of great importance, one filled with compelling real life stories of the men and women charged with running the business of America. It is a book for anyone interested in how big organizations actually function, or who is concerned with the current moral malaise in our public life. (shrink)

Like politics, all ethics is local. The key to understanding the most difficult ethical issues is in the relationships of neighbors. Consequently, in studying and teaching business ethics, we rightly begin with the micro-setting of the neighborhood and work outward and upward in complexity and challenge. The author has found the operations of a small, imaginary pizzeria on his real street an ideal (in both senses) entry to all the issues of hiring, liability, environment and so on. The method of (...) proceeding is Socratic inasmuch as it proceeds by conversation and takes for granted an elemental understanding on the part of all conversants. It is Cartesian inasmuch as it moves carefully from the simple situations to the most intricate organizational puzzles without ever forgetting the insights garnered at the outset. (shrink)

ABSTRACT:The distinction between what I call nonelective obligations and discretionary obligations, a distinction that focuses on one particular thread of the distinction between perfect and imperfect duties, helps us to identify the obligations that carry over from principals to agents. Clarity on this issue is necessary to identify the moral obligations within “shareholder primacy”, which conceives of managers as agents of shareholders. My main claim is that the principal-agent relation requires agents to fulfill nonelective obligations, but it does not always (...) require discharging discretionary obligations. I show that the requirement to fulfill nonelective obligations is more far-reaching than has been acknowledged by most defenders and critics of shareholder primacy. But I also show that managers are not bound by certain discretionary obligations like charity, showing that their moral obligations are more circumscribed than the obligations that apply to human beings in general. (shrink)

_''Philosophy' is a word which has been used in many ways, some wider, some narrower. I propose to use it in a very wide sense, which I will now try to explain.'_ - _ Bertrand Russell Nearly forty years since its first publication, History of Western Philosophy_ remains unchallenged as the ultimate introduction to its subject, while claiming classic status in its own right. It is the bestselling philosophy book of the twentieth century and one of the most important philosophical (...) works of all time. This compact and affordable paperback edition makes this comprehensive and brilliantly-written text readily available for a new generation of readers. As part of our commitment to Russell publishing, the delux version of this bestselling title will continue to be available. 1961: 848pp: Pb: 0-145-07854-7: £16.99. (shrink)

This study of Plato's ethics focuses on the concept of virtue. Based on detailed readings of the most prominent Platonic dialogues on virtue, it argues that there is a central yet previously unnoticed conceptual distinction in Plato between the idea of virtue as the supreme aim of one's actions and the determination of which action-tokens or -types are virtuous. Appreciating the 'aiming/determining distinction' provides detailed and mutually consistent readings of the most well-known Platonic dialogues on virtue as well as original (...) interpretations of central Platonic questions. Unlike most examinations of Plato's ethics, this study does not take as its centrepiece the 'eudaimonist framework', which focuses on the relationship between virtue and happiness. Instead, it argues that the dialogues themselves begin with the idea of the supremacy of virtue, examine how that claim can be defended, and address how to determine what constitutes the virtuous action. (shrink)

This exceptional book examines and explains Plato's answer to the normative question, "How ought we to live?" It discusses Plato's conception of the virtues; his views about the connection between the virtues and happiness; and the account of reason, desire, and motivation that underlies his arguments about the virtues. Plato's answer to the epistemological question, "How can we know how we ought to live?" is also discussed. His views on knowledge, belief, and inquiry, and his theory of Forms, are examined, (...) insofar as they are relevant to his ethical view. Terence Irwin traces the development of Plato's moral philosophy, from the Socratic dialogues to its fullest exposition in the Republic. Plato's Ethics discusses Plato's reasons for abandoning or modifying some aspects of Socratic ethics, and for believing that he preserves Socrates' essential insights. A brief and selective discussion of the Statesmen, Philebus, and Laws is included. Replacing Irwin's earlier Plato's Moral Theory (Oxford, 1977), this book gives a clearer and fuller account of the main questions and discusses some recent controversies in the interpretation of Plato's ethics. It does not presuppose any knowledge of Greek or any extensive knowledge of Plato. (shrink)

After a selective review of relevant literature about teaching business ethics, this paper builds on a summary of Fred Bird’s thoughts about the voicing of moral concerns provided in his book about moral muteness. Socratic dialogue methodology is then presented and the use of this methodology is examined, for business ethics teaching in general, and for addressing our paper topic in particular. Three short form Socratic dialogues about the paper topic are summarized for illustration, together with preparation and debriefing suggestions (...) for a Socratic dialogue unit as part of a business ethics course. In conclusion, Socratic dialogue design is related to the experiential learning approach, and characterized by a few basic traits, which imply both risks and opportunities for business ethics teaching. (shrink)

Socratic irony is potentially fertile ground for exegetical abuse. It can seem to offer an interpreter the chance to dismiss any claim which conflicts with his account of Socratic Philosophy merely by crying ‘irony’. If abused in this way, Socratic irony can quickly become a convenient receptacle for everything inimical to an interpretation. Much recent scholarship rightly reacts against this and devotes itself to explaining how Socrates actually means everything he says, at least everything of philosophical importance. But the fact (...) that a commentator needs to argue that Socrates is really serious when he disavows knowledge or claims to be the saviour of Athens is by itself sufficient to establish that there is an abundance of what I will call ‘play’ in the Socratic dialogues. The term ‘play’ refers to occasions when Socrates at least appears not to be speaking straightforwardly. ‘Play’ covers cases of real or apparent humour, mockery, teasing, irony, and sarcasm, without differentiation or further elaboration. When left undefined, as often, the phrase ‘Socratic irony’ seems to be used to refer to what I am calling ‘play’. (shrink)

What follows is a brief description of the origin and development, results, and future plans of the Gadfly Business Ethics Project at Bentley College.Viewing himself as selected by the god to be a gadfly to sting the great and noble but sluggish horse, the city of Athens, Socrates says.

Within a supportive learning environment, dialogue can allow for the identification and testing of assumptions and tacit beliefs. It can also illustrate the inadequacies in superficial thinking about ethical problems. Internal dialogue allows us to examine our beliefs, and to prepare and evaluate arguments. Each of these elements is important in the study of business ethics. This paper outlines one teaching technique based on Socratic dialogue, and shows how it can be applied to develop business students' thinking about ethics. After (...) justifying the suitability of this technique, and detailing its key elements, the paper offers for consideration an illustration of how the technique may be applied in a classroom setting, using structured role play. The paper concludes with a “teaching agenda”, offering suggestions for how this technique can be applied to teaching business ethics in an undergraduate, or postgraduate module, where it can examine language, structures and practices. (shrink)

First published in 1946, _History of Western Philosophy_ went on to become the best-selling philosophy book of the twentieth century. A dazzlingly ambitious project, it remains unchallenged to this day as the ultimate introduction to Western philosophy. Providing a sophisticated overview of the ideas that have perplexed people from time immemorial, it is 'long on wit, intelligence and curmudgeonly scepticism', as the _New York Times_ noted, and it is this, coupled with the sheer brilliance of its scholarship, that has made (...) Russell's _History of Western Philosophy_ one of the most important philosophical works of all time. (shrink)

This essay explains how reading philosophy is different from other forms of academic reading and provides guidance for reading well to people who are new to the field.

To teach that being ethical requires knowing foundational ethical principles – or, as Socrates claimed, airtight definitions of ethical terms – is to invite cynicism among students, for students discover that no such principles can be found. Aristotle differs from Socrates in claiming that ethics is about virtues primarily, and that one can be virtuous without having the sort of knowledge that characterizes mathematics or natural science. Aristotle is able to demonstrate that ethics and self-interest may overlap, that ethics is (...) largely compatible with common sense, and that Aristotle’s virtuous person can make ethical decisions rationally. Case studies can help students improve their ethical perception and keep their values from being overwhelmed by corporate culture. (shrink)

‘Have you ever taken sufficient care of yourselves?’ By asking the elite Athenian youth this question, Socrates implies that the liberation of self and the capacity to govern are inseparable. Drawing on the lectures given by Michel Foucault at the Collège de France in 1984 – only recently made available to the public – we show the consequences of the return to this ancient care‐of‐self ethic in the organizational context. After reviewing the contributions made to business ethics by these two (...) philosophers, we propose four phases necessary to the emergence and constitution of a moral subject in organizations: self‐awakening, self‐evaluation, self‐transformation and self‐presentation. We then suggest various managerial practices and behaviour inspired by this philosophical parrhesia embodied by the Greek philosopher wherein the manager should have a personal relationship with his or her own activity. Finally, we discuss implications of our study in the field of business ethics and propose an agenda for future research. (shrink)

Recorded in Ithaca, NY by Cornell University., Sponsored by: Classics, Department of., Lecture, February 25, 1986.

How leaders and managers respond to not knowing is highly relevant given the complex, ambiguous, and chaotic business environment of the twenty-first century. Drawing on the literature from a variety of disciplines, the paper explores the dominant, unfavorable conceptualization of not knowing. The authors present some potential ethical implications of a negative view of not knowing and suggest how organizations would benefit from identifying any unhelpful aspects of the culture that may encourage unethical, undesirable, and/or hasty actions in situations of (...) not knowing. The paper specifically illustrates how patience, courage, honesty, integrity, and humility are integral to negative capability in the contexts of not knowing. Finally, the paper calls for deeper inquiry into the role of virtue ethics in preparing managers and leaders for not knowing and urges organizations to embrace negative capability in not knowing rather than engaging in damaging delusion. (shrink)

It is argued here that business firms can and do provide an incubator that enables the Aristotelian category of friendships of advantage to develop into friendships of virtue. This contradicts other literature that views acquaintances of utility as the business norm, and expresses pessimism concerning more advanced virtuous development of friendship within the business firm. It is argued here, however, that this virtuous development is integral to the Kantian social aim of pursuing a moral community, an aim which declares the (...) appropriate moral motivation for business, and that certainly should incorporate a role for developing virtuous relations as a component of that pursuit. An atmosphere that encourages the development of relations of virtue is feasible, exists in real business, and is optimal for pursuit of moral business communities. (shrink)

Abstract:We have reached a rough moral consensus in the field of business ethics. We believe in capitalism with a safety net and enough regulation to deal with serious market imperfections. We favor autonomy for individuals and democracy for governments, though not necessarily for organizations. We recognize the rights of citizens and the different rights of employees. We respect a variety of possible sets of values, and so countenance a distinction between public and private. In other words, we are capitalists, pluralists, (...) and liberals. But globalization will force us and businesspeople who share our views to deal with significant stakeholders who do not. The 21st century will see the accelerating pace of globalization. The great challenge for business ethics, for its philosophers and its scholars of business, will be to identify and advocate morality that takes adequate account of globalization, and that in so doing avoids untenable parochialism without falling into relativism. (shrink)

This paper offers a series of reflections on the movement of philosophy beyond its traditional locus in colleges and universities into business settings.This movement is characterized as a variation on a persistent theme in the western tradition beginning with Socrates and running throughout modern (Spinoza, Hume, Locke and Berkeley) and recent philosophers (Kierkegaard, Marx, Nietzsche, Sartre and Russell) who held no full time academic appointment. Increasingly philosophers are addressing the concerns of scientists, lawyers, and engineers on the job rather than (...) in the classroom. (shrink)

‘Have you ever taken sufficient care of yourselves?’ By asking the elite Athenian youth this question, Socrates implies that the liberation of self and the capacity to govern are inseparable. Drawing on the lectures given by Michel Foucault at the Collège de France in 1984 – only recently made available to the public – we show the consequences of the return to this ancient care‐of‐self ethic in the organizational context. After reviewing the contributions made to business ethics by these two (...) philosophers, we propose four phases necessary to the emergence and constitution of a moral subject in organizations: self‐awakening, self‐evaluation, self‐transformation and self‐presentation. We then suggest various managerial practices and behaviour inspired by this philosophical parrhesia embodied by the Greek philosopher wherein the manager should have a personal relationship with his or her own activity. Finally, we discuss implications of our study in the field of business ethics and propose an agenda for future research. (shrink)