...A2 PHILOSOPHY OF RELIGION: RELIGIOUS LANGUAGE What follows should act as reminders. For full revision you need to do more than rely on these notes. Use your course notes, essays and text books. 1. Key Words: Religious language is cognitive if it is thought of as conveying knowledge of what is really there. Religious language is non-cognitive it is thought as conveying feelings or expressing desires or guiding ways of behaving. Religious language is realist if it is thought of as conveying testable facts that actually pertain in reality. Religious language is non-realist it is thought of as conveying guiding ideals but with no basis in factual reality. Religious language offers a correspondence theory of truth if it is thought of as being able to point to the reality that it is trying to convey. Religious language offers a coherence theory of truth if it is thought of as conveying making sense within a network of other beliefs which people hold to be true. 2. What Religious Language is: Religious language is an outlet for emotion in special times of life. Religious language is the language of worship. It is performative, ‘I baptise you in the name of the Father, the Son and the Holy Spirit’, and it is prescriptive (law making – i.e. honour your father and mother). However, none these uses of religious language is our focus. Our focus is how religious language might make truth claims about the reality of God and whether it can succeed in doing this. Philosophers...
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...Leadership: A Dynamic View, suggests that an organization's culture develops to help it cope with its environment. Today, organizational leaders are confronted with many complex issues during their attempts to generate organizational achievement in VUCA environments. A leader's success will depend, to a great extent, upon understanding organizational culture. Schein contends that many of the problems confronting leaders can be traced to their inability to analyze and evaluate organizational cultures. Many leaders, when trying to implement new strategies or a strategic plan leading to a new vision, will discover that their strategies will fail if they are inconsistent with the organization's culture. A CEO, SES, political appointee, or flag officer who comes into an organization prepared to "shake the place up" and institute sweeping changes, often experiences resistance to changes and failure. Difficulties with organizational transformations arise from failures to analyze an organization's existing culture. WHAT IS ORGANIZATIONAL CULTURE? There is no single definition for organizational culture. The topic has been studied from a variety of perspectives ranging from disciplines such as anthropology and sociology, to the...
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...AFTER THE BAILOUT: REGULATING SYSTEMIC MORAL HAZARD* Karl S. Okamoto ** How do we prevent excessive risk taking in the financial markets? This Essay offers a strategy for regulating financial markets to better prevent the kind of disaster we saw during the Financial Crisis of 2008. By developing a model of risk-manager decisionmaking, this Essay illustrates how even “good people” acting in utterly rational and expected ways brought us into economic turmoil. The assertion of this Essay is that the root cause of the Financial Crisis was systemic moral hazard. Systemic moral hazard poses a unique challenge in crafting a regulatory response. The challenge lies in that the best response to systemic moral hazard is “predictive prevention.” It is inherently difficult to reward individuals for producing predictive prevention. Unsurprisingly, markets fail to produce it at optimal levels and thus cannot prevent systemic moral hazard and the kind of crises that ensue. The difficulty in valuing predictive prevention is seen when we model how risk managers make decisions regarding the prevention of excessive risk. The model reveals how the balance can be tipped in favor of risk taking that leads to systemic failure and broad social harm. The model also reveals how regulation might work to reset the balance to one that is superior for society. We can achieve optimal risktaking decisionmaking in two ways: (1) by requiring all asset managers in the market to put their own money at risk in...
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...Arts and the Education of Artists: Art and Story CONTENTS SECTION ONE: Marcel’s Studio Visit with Elstir……………………………………………………….. David Carrier SECTION TWO: Film and Video Narrative Brief Narrative on Film-The Case of John Updike……………………………………. Thomas P. Adler With a Pen of Light …………………………………………………………………… Michael Fink Media and the Message: Does Media Shape or Serve the Story: Visual Storytelling and New Media ……………………………………………………. June Bisantz Evans Visual Literacy: The Language of Cultural Signifiers…………………………………. Tammy Knipp SECTION THREE: Narrative and Fine Art Beyond Illustration: Visual Narrative Strategies in Picasso’s Celestina Prints………… Susan J. Baker and William Novak Narrative, Allegory, and Commentary in Emil Nolde’s Legend: St. Mary of Egypt…… William B. Sieger A Narrative of Belonging: The Art of Beauford Delaney and Glenn Ligon…………… Catherine St. John Art and Narrative Under the Third Reich ……………………………………………… Ashley Labrie 28 15 1 22 25 27 36 43 51 Hopper Stories in an Imaginary Museum……………………………………………. Joseph Stanton SECTION FOUR: Photography and Narrative Black & White: Two Worlds/Two Distinct Stories……………………………………….. Elaine A. King Relinquishing His Own Story: Abandonment and Appropriation in the Edward Weston Narrative………………………………………………………………………….. David Peeler Narrative Stretegies in the Worlds of Jean Le Gac and Sophe Calle…………………….. Stefanie Rentsch SECTION FIVE: Memory Does The History of Western Art Tell a Grand Story?……………………………………...
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...public events” where memory is defined as “the faculty by which events are recalled or kept in mind”. Thus history and memory interrelate as history can be seen as the contextual justification for memory. “The Fiftieth Gate” is a poignant interweaving of history and memory. The text follows protagonist, Mark Baker an historian, son of Holocaust survivors Genia and Yossl (Joe), on an historical journey through memory, to uncover the origins of his past and act as a catalyst for future generations to also connect with their history. Mark Baker’s journey through history and memory is also executed through his conventional ideas that memory is biased and less valid than history. There are numerous references to the discrepancies between the personal memories of his parents and the documented history Mark as an historian believes. In this way it is apparent that Mark is on a quest for verification, “my facts from the past are different”. This displays the flaw Mark traditionally notes in memory and his need for historical evidence. As responders accompany Mark on his journey, they also encounter the complexity of simultaneously being a son and an historian. This attested via the following when Mark collates his parent’s memories with documented historical evidence “His was a past written on a page…mother couldn’t point to anyone”. This quote represents the way Mark requires documented evidence, history. This is because he believed his father’s memories only when had had evidence...
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...Q1. (A) Explain how the art of giving and receiving feedback helps the process of Communication to become more effective. Feedback is the process of giving data to someone about the impact the person makes through his or her attitudes, actions, and words. If there is lots of honest, open feedback going on in an organization, up and down and sideways, that is a clear signal that the environment is in the Stretch Zone and that people are learning and changing. The “Art” of Giving and Receiving Feedback Most of us bristle at the prospect of criticism, so it is also important to reassure the other person that you’re not hassling them, but rather trying to help. In simple terms, this means taking the following approach: following approach: • Describe the behavior. Be specific—do not put someone down or be vague. State the facts as you see them. • Avoid loaded terms that produce emotional reactions and raise defenses. Be specific and use clear examples rather than vague generalizations. If you say to someone “You’re always late” they can avoid the central issue by arguing that “always” is not strictly true. • • Build on the other person’s strengths. You can help the other person keep the feedback in perspective by including positive comments about their overall behavior • Invite the other person to respond. Think of feedback as a way of helping people to explore their behavior and see for themselves what needs to be done...
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...Grant Writing FOR DUMmIES 3RD ‰ EDITION by Dr. Beverly A. Browning, MPA, DBA Grant Writing For Dummies® 3rd Edition , Published by Wiley Publishing, Inc. 111 River St. Hoboken, NJ 07030-5774 www.wiley.com Copyright © 2009 by Wiley Publishing, Inc., Indianapolis, Indiana Published by Wiley Publishing, Inc., Indianapolis, Indiana Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600. Requests to the Publisher for permission should e addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201)748-6008, or online at http:// www.wiley.com/go/permissions. Trademarks: Wiley, the Wiley Publishing logo, For Dummies, the Dummies Man logo, A Reference for the Rest of Us!, The Dummies Way, Dummies Daily, The Fun and Easy Way, Dummies.com, Making Everything Easier, and related trade dress are trademarks or registered trademarks of John Wiley & Sons, Inc. and/ or its affiliates in the United States and other countries, and...
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...The History of Information Technology March 2010 Draft version to appear in the Annual Review of Information Science and Technology, Vol. 45, 2011 Thomas Haigh thaigh@computer.org University of Wisconsin, Milwaukee Thomas Haigh The History of Information Technology – ARIST Draft 2 In many scholarly fields the new entrant must work carefully to discover a gap in the existing literature. When writing a doctoral dissertation on the novels of Nabokov or the plays of Sophocles, clearing intellectual space for new construction can be as difficult as finding space to erect a new building in central London. A search ensues for an untapped archive, an unrecognized nuance, or a theoretical framework able to demolish a sufficiently large body of existing work. The history of information technology is not such a field. From the viewpoint of historians it is more like Chicago in the mid-nineteenth century (Cronon, 1991). Building space is plentiful. Natural resources are plentiful. Capital, infrastructure, and manpower are not. Boosters argue for its “natural advantages” and promise that one day a mighty settlement will rise there. Speculative development is proceeding rapidly and unevenly. But right now the settlers seem a little eccentric and the humble structures they have erected lack the scale and elegance of those in better developed regions. Development is uneven and streets fail to connect. The native inhabitants have their ideas about how things should be done, which sometimes...
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...The Role of Corporate Law in Preventing a Financial Crisis: Reflections on In re Citigroup Inc. Shareholder Derivative Litigation Franklin A. Gevurtz* TABLE OF CONTENTS I. INTRODUCTION .................................................................................................. II. CITIGROUP AS A CASE STUDY IN EXCESSIVE RISK-TAKING .............................. III. TOOLS FOR CURBING EXCESSIVE RISK-TAKING AND THE ROLE OF CORPORATE LAW ............................................................................................... A. The Tools for Curbing Excessive Risk-taking ............................................. 1. Regulation of Business Activities .......................................................... 2. Capital Requirements ........................................................................... 3. Compensation Rules ............................................................................. 4. Liability for Unreasonable Risks .......................................................... 5. Selection of Management (Rules of Corporate Governance) ............... B. Dividing the Tools Between Banking and Corporate Law .......................... IV. WHY IT MATTERS: CITIGROUP AS AN ILLUSTRATION OF THE LIMITATIONS OF STATE CORPORATE LAW ........................................................ A. Citigroup As a Case Study In Weak Corporate Law................................... 1. Overview ..................................................
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...Contents FOREWORD A.G. LAFLEY 9 CHAPTER 1: START ME UP 11 Here’s what I learned from five great businesses I’ve worked for: • Always surround yourself with Inspirational Players • Zig when others zag • Get out of the office and into the street • Live on the edge • Nothing is Impossible CHAPTER 2: TIME CHANGES EVERYTHING 23 The journey from products to trademarks, from trademarks to brands. A quick look at why brands are running out of juice as they confront the Attention Economy CHAPTER 3: EMOTIONAL RESCUE 37 Why I believe emotional connections can transform brands. If you spend your days reviewing data, read every word of this chapter. Twice. INSIGHTS: Maurice Lévy, Publicis Groupe CHAPTER 4: ALL YOU NEED IS LOVE 49 Taking brands to the next level depends on one four-letter word: L-O-V-E. INSIGHTS: Sean Fitzpatrick, sportsman; Tim Sanders, Yahoo! CHAPTER 5: GIMME SOME RESPECT 59 Love will change the way we do business, but only if it is built on Respect. No Respect, no Love. Simple. Let’s celebrate what Respect has achieved CHAPTER 6: LOVE IS IN THE AIR 65 Okay, so how do you create Loyalty Beyond Reason? INSIGHTS: Alan Webber, Fast Company magazine CHAPTER 7: BEAUTIFUL OBSESSION 73 So what are Lovemarks? They inspire Loyalty Beyond Reason through their obsession with Mystery, Sensuality, and Intimacy. Here are our first ideas about putting them into action. INSIGHTS: Jim Stengel, Procter & Gamble CHAPTER...
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...Contents FOREWORD A.G. LAFLEY CHAPTER 1: START ME UP Here’s what I learned from five great businesses I’ve worked for: • Always surround yourself with Inspirational Players • Zig when others zag • Get out of the office and into the street • Live on the edge • Nothing is Impossible 9 11 CHAPTER 2: TIME CHANGES EVERYTHING The journey from products to trademarks, from trademarks to brands. A quick look at why brands are running out of juice as they confront the Attention Economy 23 CHAPTER 3: EMOTIONAL RESCUE Why I believe emotional connections can transform brands. If you spend your days reviewing data, read every word of this chapter. Twice. INSIGHTS: Maurice Lévy, Publicis Groupe 37 CHAPTER 4: ALL YOU NEED IS LOVE Taking brands to the next level depends on one four-letter word: L-O-V-E. INSIGHTS: Sean Fitzpatrick, sportsman; Tim Sanders, Yahoo! 49 CHAPTER 5: GIMME SOME RESPECT Love will change the way we do business, but only if it is built on Respect. No Respect, no Love. Simple. Let’s celebrate what Respect has achieved 59 CHAPTER 6: LOVE IS IN THE AIR Okay, so how do you create Loyalty Beyond Reason? INSIGHTS: Alan Webber, Fast Company magazine 65 CHAPTER 7: BEAUTIFUL OBSESSION So what are Lovemarks? They inspire Loyalty Beyond Reason through their obsession with Mystery, Sensuality, and Intimacy. Here are our first ideas about putting them into action. INSIGHTS: Jim Stengel, Procter & Gamble 73 CHAPTER 8: ALL I HAVE TO DO IS DREAM ...
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...Beginning theory An introduction to literary and cultural theory Second edition Peter Barry © Peter Barry 1995, 2002 ISBN: 0719062683 Contents Acknowledgements - page x Preface to the second edition - xii Introduction - 1 About this book - 1 Approaching theory - 6 Slop and think: reviewing your study of literature to date - 8 My own 'stock-taking' - 9 1 Theory before 'theory' - liberal humanism - 11 The history of English studies - 11 Stop and think - 11 Ten tenets of liberal humanism - 16 Literary theorising from Aristotle to Leavis some key moments - 21 Liberal humanism in practice - 31 The transition to 'theory' - 32 Some recurrent ideas in critical theory - 34 Selected reading - 36 2 Structuralism - 39 Structuralist chickens and liberal humanist eggs Signs of the fathers - Saussure - 41 Stop and think - 45 The scope of structuralism - 46 What structuralist critics do - 49 Structuralist criticism: examples - 50 Stop and think - 53 Stop and think - 55 39 Stop and think - 57 Selected reading - 60 3 Post-structuralism and deconstruction - 61 Some theoretical differences between structuralism and post-structuralism - 61 Post-structuralism - life on a decentred planet - 65 Stop and think - 68 Structuralism and post-structuralism - some practical differences - 70 What post-structuralist critics do - 73 Deconstruction: an example - 73 Selected reading - 79 4 Postmodernism - 81 What is postmodernism? What was modernism? -...
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...SECRET LANGUAGE of • HOW LEADERS INSPIRE ACTION THROUGH NARRATIVE The LEADERSHIP STEPHEN DENNING John Wiley & Sons, Inc. More Praise for The Secret Language of Leadership “Out of the morass of strategies leaders are given to transform organizations, Denning plucks a powerful one—storytelling— and shows how and why it works.” —Dorothy Leonard, William J. Abernathy Professor of Business, Emerita, Harvard Business School, and author, Deep Smarts: How to Cultivate and Transfer Enduring Business Wisdom “The Secret Language of Leadership shows why narrative intelligence is central to transformational leadership and how to harness its power.” —Carol Pearson, director, James MacGregor Burns Academy of Leadership, University of Maryland, and coauthor, The Hero and the Outlaw “The Secret Language of Leadership is not only the best analysis I have seen of how and why leaders succeed or fail, it’s highly readable, as well as downright practical. It should be mandatory reading for anyone interested in engaging a company with big ideas who understands that leaders live and die by the quality of what they say.” —Richard Stone, story analytics master, i.d.e.a.s “A primary role of leaders is to create and maintain meaning for their organizations. Denning clearly demonstrates that meaningmaking comes from stories well told.” —Thomas Davenport, President’s Distinguished Professor of I.T. and Management, Babson College, and author, The Attention Economy “Steve...
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...remove links. Reformatting the original text into this PDF has been no easy task; it is possible that the process has introduced errors or caused omissions. As a result, we make no guarantee about the accuracy or completeness of this version of the Vocabulary Builder. If you find an error or omission in this PDF, please check the original book and contact us so that we can fix the error or omission. Please check your local copyright laws before accessing this PDF. If you are serious about building your vocabulary, we highly recommend you try the popular vocabularybuilding program called Ultimate Vocabulary Want the ultimate vocabulary builder? Click www.write-better-english com/ultimate-vocabulary.aspx THE CENTURY VOCABULARY BUILDER BY GARLAND GREEVER AND JOSEPH M. BACHELOR NEW YORK THE CENTURY CO. Want the ultimate vocabulary builder? Click www.write-better-english com/ultimate-vocabulary.aspx PREFACE You should know at the outset what this book does not attempt to do. It does not, save to the extent that its own special purpose requires, concern itself with the many and intricate problems of grammar, rhetoric, spelling, punctuation, and the like; or clarify the thousands of individual difficulties regarding correct usage. All these matters are important. Concise treatment of them may be found in THE CENTURY HANDBOOK OF WRITING and THE CENTURY DESK BOOK OF GOOD ENGLISH, both of which manuals are issued by the present publishers. But this volume confines...
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...Defeating the Islamic State: Both Short-term and Long-term Counter Strategies for the Proto-State and its Ideologies Christopher J. Minchin Norwich University FIRST DRAFT SOCI 401A Culture and Anthropology February 16, 2016 Tracey Poirier Source: The Institute for the Study of War (ISW) and the Critical Threats Project (CTP).), Jan, 2016. “If you know the enemy and know yourself you need not fear the results of a hundred battles“ –– Sun Tzu, Chinese philosopher and military strategist, around 500 BC. “Our terrorism against America is blessed terrorism.” –– Osama bin Laden (on video) “The acme of this religion is jihad.” — Osama bin Laden (Bergen, 2001, p. 41) Many have asked, “what can we do to defeat the Islamic State of Iraq and al-Sham (ISIS)? ” There have been a variety of suggestions from airstrikes, isolation , establishing a national unity government in Iraq to the feasibility of a counter-offensive using 'local' militia's and only as a last resort U.S. Boots on the ground. These are all worthy ideas; however, it is imperative to get a fundamental understanding of what has caused this problem because ISIS is growing and becoming stronger (even though current air strikes and counter-offensives have been successful). Before a decision can be made a rigorous analysis is necessary, a sociological analysis, so that the United States and the rest of the world can determine what must be done regarding ISIS and why. (Thesis):...
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