A Primer on Critical Thinking and Business Ethics: Recent Conceptualizations of Critical Thinking (Volume 1)
Encapsulating new developments in Critical Thinking skills for MBA students, in the form of a broad-based cross disciplinary primer in business management, with a special focus on business ethics
Gespeichert in:
| Beteilige Person: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | Englisch |
| Veröffentlicht: |
Bingley
Emerald Publishing Limited
2023
|
| Ausgabe: | 1st ed |
| Schlagwörter: | |
| Links: | https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=30554238 |
| Zusammenfassung: | Encapsulating new developments in Critical Thinking skills for MBA students, in the form of a broad-based cross disciplinary primer in business management, with a special focus on business ethics |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Umfang: | 1 Online-Ressource (273 Seiten) |
| ISBN: | 9781837533107 |
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| 245 | 1 | 0 | |a A Primer on Critical Thinking and Business Ethics |b Recent Conceptualizations of Critical Thinking (Volume 1) |
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| 505 | 8 | |a Cover -- A Primer on Critical Thinking and Business Ethics -- Copyright Page -- A Primer on Critical Thinking and Business Ethics: Recent Conceptualizations of Critical Thinking (Volume 1) -- Dedication -- Table of Contents -- List of Figures and Tables -- List of Exhibits -- List of Critical Thinking Models and Critical Thinking Exercises -- About the Authors -- Foreword -- Acknowledgments -- Introduction: Why We Need Critical Thinking -- Critical Need for Critical Thinking -- Recent Corporate Fraudulent Thinking -- Why We Should Pursue Critical Thinking -- Can Critical Thinking Be Taught? -- Students Are Not Trained to Think Critically -- Approaches to Teaching Critical Thinking -- Rationale for This Book -- Structure of the Book -- This Book Is Not About Immutable and Frozen Conceptualizations -- 1. Characterizing the Concept, Domain, and Scope of Critical Thinking -- Executive Summary -- Introduction -- Critical Thinking Viewed Etymologically -- Toward a Working Definition of Critical Thinking -- The Challenge of Critical Thinking -- Part IExamining Structured Layers of Our Thinking and Reasoning -- Domain of Critical Thinking -- Critical Thinking as Higher-Order Thinking -- Principles of Critical Thinking5 -- Scope of Critical Thinking as Problem Solving -- Current Problems in Management Education - Assurance of Learning -- The Problem of Critical Thinking and Global Unsustainability -- Critical Thinking and Business Ethics -- Critical Thinking as Ecofeminism to Counter Male Dominance -- Animal Welfare and Environmental Ethics -- Part IIExploring Complexity Theory as a Resource for Critical Thinking -- Critical Thinking as Complex Consciousness, Self-Organization, and Emergence -- Discussion and Managerial Implications -- Concluding Thoughts -- 2. History of Critical Thinking and Some Models of Critical Thinking -- Executive Summary | |
| 505 | 8 | |a Part IA Brief History of Critical Thinking1 -- Part IIDesigning Models of Critical Thinking Based on Its History -- Socratic Questioning Technique -- Cartesian Methodic Doubt -- Part IIIDesigning Models of Critical Thinking Based on Its History From the Renaissance Period to Current Times -- Baconian Method of Critical Analysis -- Cartesian Systematic Doubt as Critical Thinking -- Characteristics and Process of Critical Thinking -- Habermas and Critical Thinking -- Critical Thinking Input, Process, and Output Skills -- Norms for Critical Thinking -- Higher-Order Cognitive Skills, Creativity, and Critical Thinking -- Critical Thinking in Education6 -- What Does Critical Thinking Predict and What Predicts High Critical Thinking? -- Critical Thinking in Business Ethics -- Concluding Remarks -- 3. Critical Thinkers and Practical Models of Critical Thinking -- Executive Summary -- Introduction -- Mini Case 3.1. Lack of Critical Thinking in Transportation Management -- Mini Case 3.2. Moral Relativism -- Case 3.3. "Rules Versus Principles": Andy Fastow's Critical Thinking -- Part I -- Representative Management Thinkers and Critical Thinking -- William Edwards Deming -- Chris Argyris on Problems Organizational Learning -- Defensive Routines as Lack of Critical Thinking -- Critical Thinking as Aesthetically Rational Design Thinking -- Part II -- Critical Thinking Models: Practical Approaches to Critical Thinking -- Critical Thinking Model 3.1. Making Better Sense of the World Around Us -- Critical Thinking Model 3.2. Reflective Thinking -- Critical Thinking Model 3.3. Questioning and Challenging Status Quo -- Critical Thinking Model 3.4. Positive and Normative Science -- Critical Thinking Model 3.5. Spiritual Intelligence -- Critical Thinking Model 3.6. Building Your Strengths and Ignoring Weaknesses -- Critical Thinking Model 3.7. Changing the Way We Think | |
| 505 | 8 | |a Critical Thinking Model 3.8. Valuing Knowledge Resources Hierarchically -- Concluding Remarks Synthesizing Approaches to Critical Thinking -- A Fourfold Typology of Critical Thinking Domains -- 4. Critical Thinking of Our Beliefs, Behaviors, and Their Impact Systems -- Executive Summary -- Introduction -- Part I -- The Structure of Our Belief Systems in Business -- Part II -- The Power of Our Structured Belief Systems -- Case 4.1. Business Beliefs at Zingerman's Delicatessen -- Where Do Beliefs Come From? -- Belief Systems in Business -- Symbolic Interactionism -- Our (Major) Presumed Market-Related Belief Systems -- Ecofeminist Mandates to Counteract Belief Systems (1) to (3) -- Part III -- Critical Thinking that Systematically Questions Our Presumed Thinking and Belief Systems -- Critical Thinking Model -- The Process of Critical Thinking -- Case 4.2. Current Outer-Space Adventures (OSA) and Assumptions of Cosmic Space Explorations -- Sustainability Development and Related Ethical Concerns of OSA -- Critical Thinking Applied to Human Resource Management (HRM) -- Case 4.3. Current HRM Aspirations and Developments -- Case 4.4. In Search of Human Dignity Development -- Potential for Realizing Human Dignity Is Within Us -- Concluding Remarks -- 5. Systems Thinking Through the Lens of Critical Thinking -- Executive Summary -- Introduction -- What Is Systems Thinking? -- Reinforcing and Balancing Feedback Processes -- Part I -- Major Laws of Systems Thinking Seen Through Critical Thinking -- Law 1 -- Today's Problems Come from Yesterday's Solutions -- Law 2 -- The Harder You Push, the Harder the System Pushes Back -- Law 3 -- Behavior Grows Better Before It Grows Worse -- Law 4 -- The Easy Way Out Usually Leads Back In -- Law 5 -- The Cure Can Be Worse than the Disease -- Law 6 -- Faster Is Slower -- Law 7 | |
| 505 | 8 | |a Cause and Effect Are Not Closely Related in Time or Space -- Law 8 -- Small Changes Can Produce Big Results - But the Areas of Higher Leverage Are Often Less Obvious -- Law 9 -- You Can Have Your Cake and Eat It Too - But Not At Once -- Law 10 -- Dividing an Elephant in Half Does Not Produce Two Elephants -- Law 11 -- There Is No Blame -- Applying Systems Laws to Explain FECS -- Part II -- Archetypes of Systems Thinking -- Archetype 1. Limits to Growth -- Management Principle: Do Not Push Growth -- Remove the Factors Limiting Growth -- Archetype 2. Shifting the Burden -- Management Principle: Beware of the Symptomatic Solution -- Archetype 3. Fixes That Backfire -- Management Principle: A Continuing Series of Fixes to a Stubborn Problem Improves It Only Momentarily -- Archetype 4. Tragedy of the Commons -- Management Principle: Continuous Increase in Use of a Common Resource Will Eventually Overstrain the Resource Until It Crashes -- Archetype 5. Accidental Adversaries -- Management Principle: Understand Your Partner's Needs, See If You Are Unintentionally Undermining Them, and Look for Ways T ... -- Archetype 6. Success to the Successful -- Management Principle: Should the Success of the Successful Spell Failure of the Failed? Break This Vicious Zero-Sum Game Cycle -- Archetype 7. Balancing Process With Delay -- Management Principle: In a Sluggish System, Aggressiveness Produces Instability. Either be Patient or Make the System More ... -- Archetype 8. Growth and Underinvestment -- Management Principle: If There Is a Genuine Potential for Growth, Build Capacity in Advance of Demand, as a Strategy for Cr ... -- Archetype 9. Escalation -- Management Principle: Look for a Way for Both Sides to Win, or to Achieve Their Objectives -- Archetype 10. Eroding Goals -- Management Principle: Hold the Vision | |
| 505 | 8 | |a Do Not Compromise Established Standards for Short-Term Gains -- Concluding Remarks -- 6. Critical Thinking for Understanding Fallibility and Falsifiability of Our Knowledge -- Executive Summary -- Introduction -- Difference Between Thinking and Critical Thinking -- Cartesian Theory on Fallibility of Human Knowledge -- Cartesian Dualism and Critical Thinking -- Karl Popper's Theory of Fallibility and Falsifiability of Knowledge -- Our Knowledge Amid Black Swan Events -- Critical Thinking Helps Us Combat Being Fooled by Randomness -- Kahneman and Tversky on Fallibility of Human Knowledge -- Our Epistemological Incapacities for Understanding and Taming Market Uncertainties -- Market Turbulence, Luck, and Serendipity -- History and Categorization as Our Vulnerability -- Our Excessive Focus on What We Do Know -- Quadrant I Problems: Our Excessive Focus on What We Do Know -- Fallibility and Falsifiability of Our Known Knowledge and Unknown Knowledge -- Quadrant II Problems: Our Excessive Focus on What We Do Not Know -- Fallibility and Falsifiability of Our Known Ignorance and Unknown Ignorance -- Known Challenges and Unknown Challenges of Our Cognitive Mechanisms -- Known Problems and Unknown Problems of Our Cognitive Cultures -- The Fallibility of Our Belief Systems: An Oriental View4 -- Fallibility of Beliefs -- Beliefs, Behavior, Business -- Concluding Remarks -- References -- Index | |
| 520 | |a Encapsulating new developments in Critical Thinking skills for MBA students, in the form of a broad-based cross disciplinary primer in business management, with a special focus on business ethics | ||
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Datensatz im Suchindex
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| author | Mascarenhas, SJ, Oswald A. J. |
| author_facet | Mascarenhas, SJ, Oswald A. J. |
| author_role | aut |
| author_sort | Mascarenhas, SJ, Oswald A. J. |
| author_variant | s o a j m soaj soajm |
| building | Verbundindex |
| bvnumber | BV049874689 |
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| contents | Cover -- A Primer on Critical Thinking and Business Ethics -- Copyright Page -- A Primer on Critical Thinking and Business Ethics: Recent Conceptualizations of Critical Thinking (Volume 1) -- Dedication -- Table of Contents -- List of Figures and Tables -- List of Exhibits -- List of Critical Thinking Models and Critical Thinking Exercises -- About the Authors -- Foreword -- Acknowledgments -- Introduction: Why We Need Critical Thinking -- Critical Need for Critical Thinking -- Recent Corporate Fraudulent Thinking -- Why We Should Pursue Critical Thinking -- Can Critical Thinking Be Taught? -- Students Are Not Trained to Think Critically -- Approaches to Teaching Critical Thinking -- Rationale for This Book -- Structure of the Book -- This Book Is Not About Immutable and Frozen Conceptualizations -- 1. Characterizing the Concept, Domain, and Scope of Critical Thinking -- Executive Summary -- Introduction -- Critical Thinking Viewed Etymologically -- Toward a Working Definition of Critical Thinking -- The Challenge of Critical Thinking -- Part IExamining Structured Layers of Our Thinking and Reasoning -- Domain of Critical Thinking -- Critical Thinking as Higher-Order Thinking -- Principles of Critical Thinking5 -- Scope of Critical Thinking as Problem Solving -- Current Problems in Management Education - Assurance of Learning -- The Problem of Critical Thinking and Global Unsustainability -- Critical Thinking and Business Ethics -- Critical Thinking as Ecofeminism to Counter Male Dominance -- Animal Welfare and Environmental Ethics -- Part IIExploring Complexity Theory as a Resource for Critical Thinking -- Critical Thinking as Complex Consciousness, Self-Organization, and Emergence -- Discussion and Managerial Implications -- Concluding Thoughts -- 2. History of Critical Thinking and Some Models of Critical Thinking -- Executive Summary Part IA Brief History of Critical Thinking1 -- Part IIDesigning Models of Critical Thinking Based on Its History -- Socratic Questioning Technique -- Cartesian Methodic Doubt -- Part IIIDesigning Models of Critical Thinking Based on Its History From the Renaissance Period to Current Times -- Baconian Method of Critical Analysis -- Cartesian Systematic Doubt as Critical Thinking -- Characteristics and Process of Critical Thinking -- Habermas and Critical Thinking -- Critical Thinking Input, Process, and Output Skills -- Norms for Critical Thinking -- Higher-Order Cognitive Skills, Creativity, and Critical Thinking -- Critical Thinking in Education6 -- What Does Critical Thinking Predict and What Predicts High Critical Thinking? -- Critical Thinking in Business Ethics -- Concluding Remarks -- 3. Critical Thinkers and Practical Models of Critical Thinking -- Executive Summary -- Introduction -- Mini Case 3.1. Lack of Critical Thinking in Transportation Management -- Mini Case 3.2. Moral Relativism -- Case 3.3. "Rules Versus Principles": Andy Fastow's Critical Thinking -- Part I -- Representative Management Thinkers and Critical Thinking -- William Edwards Deming -- Chris Argyris on Problems Organizational Learning -- Defensive Routines as Lack of Critical Thinking -- Critical Thinking as Aesthetically Rational Design Thinking -- Part II -- Critical Thinking Models: Practical Approaches to Critical Thinking -- Critical Thinking Model 3.1. Making Better Sense of the World Around Us -- Critical Thinking Model 3.2. Reflective Thinking -- Critical Thinking Model 3.3. Questioning and Challenging Status Quo -- Critical Thinking Model 3.4. Positive and Normative Science -- Critical Thinking Model 3.5. Spiritual Intelligence -- Critical Thinking Model 3.6. Building Your Strengths and Ignoring Weaknesses -- Critical Thinking Model 3.7. Changing the Way We Think Critical Thinking Model 3.8. Valuing Knowledge Resources Hierarchically -- Concluding Remarks Synthesizing Approaches to Critical Thinking -- A Fourfold Typology of Critical Thinking Domains -- 4. Critical Thinking of Our Beliefs, Behaviors, and Their Impact Systems -- Executive Summary -- Introduction -- Part I -- The Structure of Our Belief Systems in Business -- Part II -- The Power of Our Structured Belief Systems -- Case 4.1. Business Beliefs at Zingerman's Delicatessen -- Where Do Beliefs Come From? -- Belief Systems in Business -- Symbolic Interactionism -- Our (Major) Presumed Market-Related Belief Systems -- Ecofeminist Mandates to Counteract Belief Systems (1) to (3) -- Part III -- Critical Thinking that Systematically Questions Our Presumed Thinking and Belief Systems -- Critical Thinking Model -- The Process of Critical Thinking -- Case 4.2. Current Outer-Space Adventures (OSA) and Assumptions of Cosmic Space Explorations -- Sustainability Development and Related Ethical Concerns of OSA -- Critical Thinking Applied to Human Resource Management (HRM) -- Case 4.3. Current HRM Aspirations and Developments -- Case 4.4. In Search of Human Dignity Development -- Potential for Realizing Human Dignity Is Within Us -- Concluding Remarks -- 5. Systems Thinking Through the Lens of Critical Thinking -- Executive Summary -- Introduction -- What Is Systems Thinking? -- Reinforcing and Balancing Feedback Processes -- Part I -- Major Laws of Systems Thinking Seen Through Critical Thinking -- Law 1 -- Today's Problems Come from Yesterday's Solutions -- Law 2 -- The Harder You Push, the Harder the System Pushes Back -- Law 3 -- Behavior Grows Better Before It Grows Worse -- Law 4 -- The Easy Way Out Usually Leads Back In -- Law 5 -- The Cure Can Be Worse than the Disease -- Law 6 -- Faster Is Slower -- Law 7 Cause and Effect Are Not Closely Related in Time or Space -- Law 8 -- Small Changes Can Produce Big Results - But the Areas of Higher Leverage Are Often Less Obvious -- Law 9 -- You Can Have Your Cake and Eat It Too - But Not At Once -- Law 10 -- Dividing an Elephant in Half Does Not Produce Two Elephants -- Law 11 -- There Is No Blame -- Applying Systems Laws to Explain FECS -- Part II -- Archetypes of Systems Thinking -- Archetype 1. Limits to Growth -- Management Principle: Do Not Push Growth -- Remove the Factors Limiting Growth -- Archetype 2. Shifting the Burden -- Management Principle: Beware of the Symptomatic Solution -- Archetype 3. Fixes That Backfire -- Management Principle: A Continuing Series of Fixes to a Stubborn Problem Improves It Only Momentarily -- Archetype 4. Tragedy of the Commons -- Management Principle: Continuous Increase in Use of a Common Resource Will Eventually Overstrain the Resource Until It Crashes -- Archetype 5. Accidental Adversaries -- Management Principle: Understand Your Partner's Needs, See If You Are Unintentionally Undermining Them, and Look for Ways T ... -- Archetype 6. Success to the Successful -- Management Principle: Should the Success of the Successful Spell Failure of the Failed? Break This Vicious Zero-Sum Game Cycle -- Archetype 7. Balancing Process With Delay -- Management Principle: In a Sluggish System, Aggressiveness Produces Instability. Either be Patient or Make the System More ... -- Archetype 8. Growth and Underinvestment -- Management Principle: If There Is a Genuine Potential for Growth, Build Capacity in Advance of Demand, as a Strategy for Cr ... -- Archetype 9. Escalation -- Management Principle: Look for a Way for Both Sides to Win, or to Achieve Their Objectives -- Archetype 10. Eroding Goals -- Management Principle: Hold the Vision Do Not Compromise Established Standards for Short-Term Gains -- Concluding Remarks -- 6. Critical Thinking for Understanding Fallibility and Falsifiability of Our Knowledge -- Executive Summary -- Introduction -- Difference Between Thinking and Critical Thinking -- Cartesian Theory on Fallibility of Human Knowledge -- Cartesian Dualism and Critical Thinking -- Karl Popper's Theory of Fallibility and Falsifiability of Knowledge -- Our Knowledge Amid Black Swan Events -- Critical Thinking Helps Us Combat Being Fooled by Randomness -- Kahneman and Tversky on Fallibility of Human Knowledge -- Our Epistemological Incapacities for Understanding and Taming Market Uncertainties -- Market Turbulence, Luck, and Serendipity -- History and Categorization as Our Vulnerability -- Our Excessive Focus on What We Do Know -- Quadrant I Problems: Our Excessive Focus on What We Do Know -- Fallibility and Falsifiability of Our Known Knowledge and Unknown Knowledge -- Quadrant II Problems: Our Excessive Focus on What We Do Not Know -- Fallibility and Falsifiability of Our Known Ignorance and Unknown Ignorance -- Known Challenges and Unknown Challenges of Our Cognitive Mechanisms -- Known Problems and Unknown Problems of Our Cognitive Cultures -- The Fallibility of Our Belief Systems: An Oriental View4 -- Fallibility of Beliefs -- Beliefs, Behavior, Business -- Concluding Remarks -- References -- Index |
| ctrlnum | (ZDB-30-PQE)EBC30554238 (ZDB-30-PAD)EBC30554238 (ZDB-89-EBL)EBL30554238 (OCoLC)1390918489 (DE-599)BVBBV049874689 |
| dewey-full | 170 |
| dewey-hundreds | 100 - Philosophy & psychology |
| dewey-ones | 170 - Ethics (Moral philosophy) |
| dewey-raw | 170 |
| dewey-search | 170 |
| dewey-sort | 3170 |
| dewey-tens | 170 - Ethics (Moral philosophy) |
| discipline | Philosophie Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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Critical Thinkers and Practical Models of Critical Thinking -- Executive Summary -- Introduction -- Mini Case 3.1. Lack of Critical Thinking in Transportation Management -- Mini Case 3.2. Moral Relativism -- Case 3.3. "Rules Versus Principles": Andy Fastow's Critical Thinking -- Part I -- Representative Management Thinkers and Critical Thinking -- William Edwards Deming -- Chris Argyris on Problems Organizational Learning -- Defensive Routines as Lack of Critical Thinking -- Critical Thinking as Aesthetically Rational Design Thinking -- Part II -- Critical Thinking Models: Practical Approaches to Critical Thinking -- Critical Thinking Model 3.1. Making Better Sense of the World Around Us -- Critical Thinking Model 3.2. Reflective Thinking -- Critical Thinking Model 3.3. Questioning and Challenging Status Quo -- Critical Thinking Model 3.4. Positive and Normative Science -- Critical Thinking Model 3.5. Spiritual Intelligence -- Critical Thinking Model 3.6. Building Your Strengths and Ignoring Weaknesses -- Critical Thinking Model 3.7. Changing the Way We Think</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Critical Thinking Model 3.8. Valuing Knowledge Resources Hierarchically -- Concluding Remarks Synthesizing Approaches to Critical Thinking -- A Fourfold Typology of Critical Thinking Domains -- 4. Critical Thinking of Our Beliefs, Behaviors, and Their Impact Systems -- Executive Summary -- Introduction -- Part I -- The Structure of Our Belief Systems in Business -- Part II -- The Power of Our Structured Belief Systems -- Case 4.1. Business Beliefs at Zingerman's Delicatessen -- Where Do Beliefs Come From? -- Belief Systems in Business -- Symbolic Interactionism -- Our (Major) Presumed Market-Related Belief Systems -- Ecofeminist Mandates to Counteract Belief Systems (1) to (3) -- Part III -- Critical Thinking that Systematically Questions Our Presumed Thinking and Belief Systems -- Critical Thinking Model -- The Process of Critical Thinking -- Case 4.2. Current Outer-Space Adventures (OSA) and Assumptions of Cosmic Space Explorations -- Sustainability Development and Related Ethical Concerns of OSA -- Critical Thinking Applied to Human Resource Management (HRM) -- Case 4.3. Current HRM Aspirations and Developments -- Case 4.4. In Search of Human Dignity Development -- Potential for Realizing Human Dignity Is Within Us -- Concluding Remarks -- 5. Systems Thinking Through the Lens of Critical Thinking -- Executive Summary -- Introduction -- What Is Systems Thinking? -- Reinforcing and Balancing Feedback Processes -- Part I -- Major Laws of Systems Thinking Seen Through Critical Thinking -- Law 1 -- Today's Problems Come from Yesterday's Solutions -- Law 2 -- The Harder You Push, the Harder the System Pushes Back -- Law 3 -- Behavior Grows Better Before It Grows Worse -- Law 4 -- The Easy Way Out Usually Leads Back In -- Law 5 -- The Cure Can Be Worse than the Disease -- Law 6 -- Faster Is Slower -- Law 7</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Cause and Effect Are Not Closely Related in Time or Space -- Law 8 -- Small Changes Can Produce Big Results - But the Areas of Higher Leverage Are Often Less Obvious -- Law 9 -- You Can Have Your Cake and Eat It Too - But Not At Once -- Law 10 -- Dividing an Elephant in Half Does Not Produce Two Elephants -- Law 11 -- There Is No Blame -- Applying Systems Laws to Explain FECS -- Part II -- Archetypes of Systems Thinking -- Archetype 1. Limits to Growth -- Management Principle: Do Not Push Growth -- Remove the Factors Limiting Growth -- Archetype 2. Shifting the Burden -- Management Principle: Beware of the Symptomatic Solution -- Archetype 3. Fixes That Backfire -- Management Principle: A Continuing Series of Fixes to a Stubborn Problem Improves It Only Momentarily -- Archetype 4. Tragedy of the Commons -- Management Principle: Continuous Increase in Use of a Common Resource Will Eventually Overstrain the Resource Until It Crashes -- Archetype 5. Accidental Adversaries -- Management Principle: Understand Your Partner's Needs, See If You Are Unintentionally Undermining Them, and Look for Ways T ... -- Archetype 6. Success to the Successful -- Management Principle: Should the Success of the Successful Spell Failure of the Failed? Break This Vicious Zero-Sum Game Cycle -- Archetype 7. Balancing Process With Delay -- Management Principle: In a Sluggish System, Aggressiveness Produces Instability. Either be Patient or Make the System More ... -- Archetype 8. Growth and Underinvestment -- Management Principle: If There Is a Genuine Potential for Growth, Build Capacity in Advance of Demand, as a Strategy for Cr ... -- Archetype 9. Escalation -- Management Principle: Look for a Way for Both Sides to Win, or to Achieve Their Objectives -- Archetype 10. Eroding Goals -- Management Principle: Hold the Vision</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Do Not Compromise Established Standards for Short-Term Gains -- Concluding Remarks -- 6. Critical Thinking for Understanding Fallibility and Falsifiability of Our Knowledge -- Executive Summary -- Introduction -- Difference Between Thinking and Critical Thinking -- Cartesian Theory on Fallibility of Human Knowledge -- Cartesian Dualism and Critical Thinking -- Karl Popper's Theory of Fallibility and Falsifiability of Knowledge -- Our Knowledge Amid Black Swan Events -- Critical Thinking Helps Us Combat Being Fooled by Randomness -- Kahneman and Tversky on Fallibility of Human Knowledge -- Our Epistemological Incapacities for Understanding and Taming Market Uncertainties -- Market Turbulence, Luck, and Serendipity -- History and Categorization as Our Vulnerability -- Our Excessive Focus on What We Do Know -- Quadrant I Problems: Our Excessive Focus on What We Do Know -- Fallibility and Falsifiability of Our Known Knowledge and Unknown Knowledge -- Quadrant II Problems: Our Excessive Focus on What We Do Not Know -- Fallibility and Falsifiability of Our Known Ignorance and Unknown Ignorance -- Known Challenges and Unknown Challenges of Our Cognitive Mechanisms -- Known Problems and Unknown Problems of Our Cognitive Cultures -- The Fallibility of Our Belief Systems: An Oriental View4 -- Fallibility of Beliefs -- Beliefs, Behavior, Business -- Concluding Remarks -- References -- Index</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Encapsulating new developments in Critical Thinking skills for MBA students, in the form of a broad-based cross disciplinary primer in business management, with a special focus on business ethics</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Wirtschaftsethik</subfield><subfield code="0">(DE-588)4066439-9</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="689" ind1="0" ind2="0"><subfield code="a">Wirtschaftsethik</subfield><subfield code="0">(DE-588)4066439-9</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Thakur, Munish</subfield><subfield code="e">Sonstige</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Kumar, Payal</subfield><subfield code="e">Sonstige</subfield><subfield code="4">oth</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Mascarenhas, SJ, Oswald A. 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| id | DE-604.BV049874689 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-20T20:24:19Z |
| institution | BVB |
| isbn | 9781837533107 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035214147 |
| oclc_num | 1390918489 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (273 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | Emerald Publishing Limited |
| record_format | marc |
| spelling | Mascarenhas, SJ, Oswald A. J. Verfasser aut A Primer on Critical Thinking and Business Ethics Recent Conceptualizations of Critical Thinking (Volume 1) 1st ed Bingley Emerald Publishing Limited 2023 ©2023 1 Online-Ressource (273 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Cover -- A Primer on Critical Thinking and Business Ethics -- Copyright Page -- A Primer on Critical Thinking and Business Ethics: Recent Conceptualizations of Critical Thinking (Volume 1) -- Dedication -- Table of Contents -- List of Figures and Tables -- List of Exhibits -- List of Critical Thinking Models and Critical Thinking Exercises -- About the Authors -- Foreword -- Acknowledgments -- Introduction: Why We Need Critical Thinking -- Critical Need for Critical Thinking -- Recent Corporate Fraudulent Thinking -- Why We Should Pursue Critical Thinking -- Can Critical Thinking Be Taught? -- Students Are Not Trained to Think Critically -- Approaches to Teaching Critical Thinking -- Rationale for This Book -- Structure of the Book -- This Book Is Not About Immutable and Frozen Conceptualizations -- 1. Characterizing the Concept, Domain, and Scope of Critical Thinking -- Executive Summary -- Introduction -- Critical Thinking Viewed Etymologically -- Toward a Working Definition of Critical Thinking -- The Challenge of Critical Thinking -- Part IExamining Structured Layers of Our Thinking and Reasoning -- Domain of Critical Thinking -- Critical Thinking as Higher-Order Thinking -- Principles of Critical Thinking5 -- Scope of Critical Thinking as Problem Solving -- Current Problems in Management Education - Assurance of Learning -- The Problem of Critical Thinking and Global Unsustainability -- Critical Thinking and Business Ethics -- Critical Thinking as Ecofeminism to Counter Male Dominance -- Animal Welfare and Environmental Ethics -- Part IIExploring Complexity Theory as a Resource for Critical Thinking -- Critical Thinking as Complex Consciousness, Self-Organization, and Emergence -- Discussion and Managerial Implications -- Concluding Thoughts -- 2. History of Critical Thinking and Some Models of Critical Thinking -- Executive Summary Part IA Brief History of Critical Thinking1 -- Part IIDesigning Models of Critical Thinking Based on Its History -- Socratic Questioning Technique -- Cartesian Methodic Doubt -- Part IIIDesigning Models of Critical Thinking Based on Its History From the Renaissance Period to Current Times -- Baconian Method of Critical Analysis -- Cartesian Systematic Doubt as Critical Thinking -- Characteristics and Process of Critical Thinking -- Habermas and Critical Thinking -- Critical Thinking Input, Process, and Output Skills -- Norms for Critical Thinking -- Higher-Order Cognitive Skills, Creativity, and Critical Thinking -- Critical Thinking in Education6 -- What Does Critical Thinking Predict and What Predicts High Critical Thinking? -- Critical Thinking in Business Ethics -- Concluding Remarks -- 3. Critical Thinkers and Practical Models of Critical Thinking -- Executive Summary -- Introduction -- Mini Case 3.1. Lack of Critical Thinking in Transportation Management -- Mini Case 3.2. Moral Relativism -- Case 3.3. "Rules Versus Principles": Andy Fastow's Critical Thinking -- Part I -- Representative Management Thinkers and Critical Thinking -- William Edwards Deming -- Chris Argyris on Problems Organizational Learning -- Defensive Routines as Lack of Critical Thinking -- Critical Thinking as Aesthetically Rational Design Thinking -- Part II -- Critical Thinking Models: Practical Approaches to Critical Thinking -- Critical Thinking Model 3.1. Making Better Sense of the World Around Us -- Critical Thinking Model 3.2. Reflective Thinking -- Critical Thinking Model 3.3. Questioning and Challenging Status Quo -- Critical Thinking Model 3.4. Positive and Normative Science -- Critical Thinking Model 3.5. Spiritual Intelligence -- Critical Thinking Model 3.6. Building Your Strengths and Ignoring Weaknesses -- Critical Thinking Model 3.7. Changing the Way We Think Critical Thinking Model 3.8. Valuing Knowledge Resources Hierarchically -- Concluding Remarks Synthesizing Approaches to Critical Thinking -- A Fourfold Typology of Critical Thinking Domains -- 4. Critical Thinking of Our Beliefs, Behaviors, and Their Impact Systems -- Executive Summary -- Introduction -- Part I -- The Structure of Our Belief Systems in Business -- Part II -- The Power of Our Structured Belief Systems -- Case 4.1. Business Beliefs at Zingerman's Delicatessen -- Where Do Beliefs Come From? -- Belief Systems in Business -- Symbolic Interactionism -- Our (Major) Presumed Market-Related Belief Systems -- Ecofeminist Mandates to Counteract Belief Systems (1) to (3) -- Part III -- Critical Thinking that Systematically Questions Our Presumed Thinking and Belief Systems -- Critical Thinking Model -- The Process of Critical Thinking -- Case 4.2. Current Outer-Space Adventures (OSA) and Assumptions of Cosmic Space Explorations -- Sustainability Development and Related Ethical Concerns of OSA -- Critical Thinking Applied to Human Resource Management (HRM) -- Case 4.3. Current HRM Aspirations and Developments -- Case 4.4. In Search of Human Dignity Development -- Potential for Realizing Human Dignity Is Within Us -- Concluding Remarks -- 5. Systems Thinking Through the Lens of Critical Thinking -- Executive Summary -- Introduction -- What Is Systems Thinking? -- Reinforcing and Balancing Feedback Processes -- Part I -- Major Laws of Systems Thinking Seen Through Critical Thinking -- Law 1 -- Today's Problems Come from Yesterday's Solutions -- Law 2 -- The Harder You Push, the Harder the System Pushes Back -- Law 3 -- Behavior Grows Better Before It Grows Worse -- Law 4 -- The Easy Way Out Usually Leads Back In -- Law 5 -- The Cure Can Be Worse than the Disease -- Law 6 -- Faster Is Slower -- Law 7 Cause and Effect Are Not Closely Related in Time or Space -- Law 8 -- Small Changes Can Produce Big Results - But the Areas of Higher Leverage Are Often Less Obvious -- Law 9 -- You Can Have Your Cake and Eat It Too - But Not At Once -- Law 10 -- Dividing an Elephant in Half Does Not Produce Two Elephants -- Law 11 -- There Is No Blame -- Applying Systems Laws to Explain FECS -- Part II -- Archetypes of Systems Thinking -- Archetype 1. Limits to Growth -- Management Principle: Do Not Push Growth -- Remove the Factors Limiting Growth -- Archetype 2. Shifting the Burden -- Management Principle: Beware of the Symptomatic Solution -- Archetype 3. Fixes That Backfire -- Management Principle: A Continuing Series of Fixes to a Stubborn Problem Improves It Only Momentarily -- Archetype 4. Tragedy of the Commons -- Management Principle: Continuous Increase in Use of a Common Resource Will Eventually Overstrain the Resource Until It Crashes -- Archetype 5. Accidental Adversaries -- Management Principle: Understand Your Partner's Needs, See If You Are Unintentionally Undermining Them, and Look for Ways T ... -- Archetype 6. Success to the Successful -- Management Principle: Should the Success of the Successful Spell Failure of the Failed? Break This Vicious Zero-Sum Game Cycle -- Archetype 7. Balancing Process With Delay -- Management Principle: In a Sluggish System, Aggressiveness Produces Instability. Either be Patient or Make the System More ... -- Archetype 8. Growth and Underinvestment -- Management Principle: If There Is a Genuine Potential for Growth, Build Capacity in Advance of Demand, as a Strategy for Cr ... -- Archetype 9. Escalation -- Management Principle: Look for a Way for Both Sides to Win, or to Achieve Their Objectives -- Archetype 10. Eroding Goals -- Management Principle: Hold the Vision Do Not Compromise Established Standards for Short-Term Gains -- Concluding Remarks -- 6. Critical Thinking for Understanding Fallibility and Falsifiability of Our Knowledge -- Executive Summary -- Introduction -- Difference Between Thinking and Critical Thinking -- Cartesian Theory on Fallibility of Human Knowledge -- Cartesian Dualism and Critical Thinking -- Karl Popper's Theory of Fallibility and Falsifiability of Knowledge -- Our Knowledge Amid Black Swan Events -- Critical Thinking Helps Us Combat Being Fooled by Randomness -- Kahneman and Tversky on Fallibility of Human Knowledge -- Our Epistemological Incapacities for Understanding and Taming Market Uncertainties -- Market Turbulence, Luck, and Serendipity -- History and Categorization as Our Vulnerability -- Our Excessive Focus on What We Do Know -- Quadrant I Problems: Our Excessive Focus on What We Do Know -- Fallibility and Falsifiability of Our Known Knowledge and Unknown Knowledge -- Quadrant II Problems: Our Excessive Focus on What We Do Not Know -- Fallibility and Falsifiability of Our Known Ignorance and Unknown Ignorance -- Known Challenges and Unknown Challenges of Our Cognitive Mechanisms -- Known Problems and Unknown Problems of Our Cognitive Cultures -- The Fallibility of Our Belief Systems: An Oriental View4 -- Fallibility of Beliefs -- Beliefs, Behavior, Business -- Concluding Remarks -- References -- Index Encapsulating new developments in Critical Thinking skills for MBA students, in the form of a broad-based cross disciplinary primer in business management, with a special focus on business ethics Wirtschaftsethik (DE-588)4066439-9 gnd rswk-swf Wirtschaftsethik (DE-588)4066439-9 s DE-604 Thakur, Munish Sonstige oth Kumar, Payal Sonstige oth Erscheint auch als Druck-Ausgabe Mascarenhas, SJ, Oswald A. J. A Primer on Critical Thinking and Business Ethics Bingley : Emerald Publishing Limited,c2023 9781837533091 |
| spellingShingle | Mascarenhas, SJ, Oswald A. J. A Primer on Critical Thinking and Business Ethics Recent Conceptualizations of Critical Thinking (Volume 1) Cover -- A Primer on Critical Thinking and Business Ethics -- Copyright Page -- A Primer on Critical Thinking and Business Ethics: Recent Conceptualizations of Critical Thinking (Volume 1) -- Dedication -- Table of Contents -- List of Figures and Tables -- List of Exhibits -- List of Critical Thinking Models and Critical Thinking Exercises -- About the Authors -- Foreword -- Acknowledgments -- Introduction: Why We Need Critical Thinking -- Critical Need for Critical Thinking -- Recent Corporate Fraudulent Thinking -- Why We Should Pursue Critical Thinking -- Can Critical Thinking Be Taught? -- Students Are Not Trained to Think Critically -- Approaches to Teaching Critical Thinking -- Rationale for This Book -- Structure of the Book -- This Book Is Not About Immutable and Frozen Conceptualizations -- 1. Characterizing the Concept, Domain, and Scope of Critical Thinking -- Executive Summary -- Introduction -- Critical Thinking Viewed Etymologically -- Toward a Working Definition of Critical Thinking -- The Challenge of Critical Thinking -- Part IExamining Structured Layers of Our Thinking and Reasoning -- Domain of Critical Thinking -- Critical Thinking as Higher-Order Thinking -- Principles of Critical Thinking5 -- Scope of Critical Thinking as Problem Solving -- Current Problems in Management Education - Assurance of Learning -- The Problem of Critical Thinking and Global Unsustainability -- Critical Thinking and Business Ethics -- Critical Thinking as Ecofeminism to Counter Male Dominance -- Animal Welfare and Environmental Ethics -- Part IIExploring Complexity Theory as a Resource for Critical Thinking -- Critical Thinking as Complex Consciousness, Self-Organization, and Emergence -- Discussion and Managerial Implications -- Concluding Thoughts -- 2. History of Critical Thinking and Some Models of Critical Thinking -- Executive Summary Part IA Brief History of Critical Thinking1 -- Part IIDesigning Models of Critical Thinking Based on Its History -- Socratic Questioning Technique -- Cartesian Methodic Doubt -- Part IIIDesigning Models of Critical Thinking Based on Its History From the Renaissance Period to Current Times -- Baconian Method of Critical Analysis -- Cartesian Systematic Doubt as Critical Thinking -- Characteristics and Process of Critical Thinking -- Habermas and Critical Thinking -- Critical Thinking Input, Process, and Output Skills -- Norms for Critical Thinking -- Higher-Order Cognitive Skills, Creativity, and Critical Thinking -- Critical Thinking in Education6 -- What Does Critical Thinking Predict and What Predicts High Critical Thinking? -- Critical Thinking in Business Ethics -- Concluding Remarks -- 3. Critical Thinkers and Practical Models of Critical Thinking -- Executive Summary -- Introduction -- Mini Case 3.1. Lack of Critical Thinking in Transportation Management -- Mini Case 3.2. Moral Relativism -- Case 3.3. "Rules Versus Principles": Andy Fastow's Critical Thinking -- Part I -- Representative Management Thinkers and Critical Thinking -- William Edwards Deming -- Chris Argyris on Problems Organizational Learning -- Defensive Routines as Lack of Critical Thinking -- Critical Thinking as Aesthetically Rational Design Thinking -- Part II -- Critical Thinking Models: Practical Approaches to Critical Thinking -- Critical Thinking Model 3.1. Making Better Sense of the World Around Us -- Critical Thinking Model 3.2. Reflective Thinking -- Critical Thinking Model 3.3. Questioning and Challenging Status Quo -- Critical Thinking Model 3.4. Positive and Normative Science -- Critical Thinking Model 3.5. Spiritual Intelligence -- Critical Thinking Model 3.6. Building Your Strengths and Ignoring Weaknesses -- Critical Thinking Model 3.7. Changing the Way We Think Critical Thinking Model 3.8. Valuing Knowledge Resources Hierarchically -- Concluding Remarks Synthesizing Approaches to Critical Thinking -- A Fourfold Typology of Critical Thinking Domains -- 4. Critical Thinking of Our Beliefs, Behaviors, and Their Impact Systems -- Executive Summary -- Introduction -- Part I -- The Structure of Our Belief Systems in Business -- Part II -- The Power of Our Structured Belief Systems -- Case 4.1. Business Beliefs at Zingerman's Delicatessen -- Where Do Beliefs Come From? -- Belief Systems in Business -- Symbolic Interactionism -- Our (Major) Presumed Market-Related Belief Systems -- Ecofeminist Mandates to Counteract Belief Systems (1) to (3) -- Part III -- Critical Thinking that Systematically Questions Our Presumed Thinking and Belief Systems -- Critical Thinking Model -- The Process of Critical Thinking -- Case 4.2. Current Outer-Space Adventures (OSA) and Assumptions of Cosmic Space Explorations -- Sustainability Development and Related Ethical Concerns of OSA -- Critical Thinking Applied to Human Resource Management (HRM) -- Case 4.3. Current HRM Aspirations and Developments -- Case 4.4. In Search of Human Dignity Development -- Potential for Realizing Human Dignity Is Within Us -- Concluding Remarks -- 5. Systems Thinking Through the Lens of Critical Thinking -- Executive Summary -- Introduction -- What Is Systems Thinking? -- Reinforcing and Balancing Feedback Processes -- Part I -- Major Laws of Systems Thinking Seen Through Critical Thinking -- Law 1 -- Today's Problems Come from Yesterday's Solutions -- Law 2 -- The Harder You Push, the Harder the System Pushes Back -- Law 3 -- Behavior Grows Better Before It Grows Worse -- Law 4 -- The Easy Way Out Usually Leads Back In -- Law 5 -- The Cure Can Be Worse than the Disease -- Law 6 -- Faster Is Slower -- Law 7 Cause and Effect Are Not Closely Related in Time or Space -- Law 8 -- Small Changes Can Produce Big Results - But the Areas of Higher Leverage Are Often Less Obvious -- Law 9 -- You Can Have Your Cake and Eat It Too - But Not At Once -- Law 10 -- Dividing an Elephant in Half Does Not Produce Two Elephants -- Law 11 -- There Is No Blame -- Applying Systems Laws to Explain FECS -- Part II -- Archetypes of Systems Thinking -- Archetype 1. Limits to Growth -- Management Principle: Do Not Push Growth -- Remove the Factors Limiting Growth -- Archetype 2. Shifting the Burden -- Management Principle: Beware of the Symptomatic Solution -- Archetype 3. Fixes That Backfire -- Management Principle: A Continuing Series of Fixes to a Stubborn Problem Improves It Only Momentarily -- Archetype 4. Tragedy of the Commons -- Management Principle: Continuous Increase in Use of a Common Resource Will Eventually Overstrain the Resource Until It Crashes -- Archetype 5. Accidental Adversaries -- Management Principle: Understand Your Partner's Needs, See If You Are Unintentionally Undermining Them, and Look for Ways T ... -- Archetype 6. Success to the Successful -- Management Principle: Should the Success of the Successful Spell Failure of the Failed? Break This Vicious Zero-Sum Game Cycle -- Archetype 7. Balancing Process With Delay -- Management Principle: In a Sluggish System, Aggressiveness Produces Instability. Either be Patient or Make the System More ... -- Archetype 8. Growth and Underinvestment -- Management Principle: If There Is a Genuine Potential for Growth, Build Capacity in Advance of Demand, as a Strategy for Cr ... -- Archetype 9. Escalation -- Management Principle: Look for a Way for Both Sides to Win, or to Achieve Their Objectives -- Archetype 10. Eroding Goals -- Management Principle: Hold the Vision Do Not Compromise Established Standards for Short-Term Gains -- Concluding Remarks -- 6. Critical Thinking for Understanding Fallibility and Falsifiability of Our Knowledge -- Executive Summary -- Introduction -- Difference Between Thinking and Critical Thinking -- Cartesian Theory on Fallibility of Human Knowledge -- Cartesian Dualism and Critical Thinking -- Karl Popper's Theory of Fallibility and Falsifiability of Knowledge -- Our Knowledge Amid Black Swan Events -- Critical Thinking Helps Us Combat Being Fooled by Randomness -- Kahneman and Tversky on Fallibility of Human Knowledge -- Our Epistemological Incapacities for Understanding and Taming Market Uncertainties -- Market Turbulence, Luck, and Serendipity -- History and Categorization as Our Vulnerability -- Our Excessive Focus on What We Do Know -- Quadrant I Problems: Our Excessive Focus on What We Do Know -- Fallibility and Falsifiability of Our Known Knowledge and Unknown Knowledge -- Quadrant II Problems: Our Excessive Focus on What We Do Not Know -- Fallibility and Falsifiability of Our Known Ignorance and Unknown Ignorance -- Known Challenges and Unknown Challenges of Our Cognitive Mechanisms -- Known Problems and Unknown Problems of Our Cognitive Cultures -- The Fallibility of Our Belief Systems: An Oriental View4 -- Fallibility of Beliefs -- Beliefs, Behavior, Business -- Concluding Remarks -- References -- Index Wirtschaftsethik (DE-588)4066439-9 gnd |
| subject_GND | (DE-588)4066439-9 |
| title | A Primer on Critical Thinking and Business Ethics Recent Conceptualizations of Critical Thinking (Volume 1) |
| title_auth | A Primer on Critical Thinking and Business Ethics Recent Conceptualizations of Critical Thinking (Volume 1) |
| title_exact_search | A Primer on Critical Thinking and Business Ethics Recent Conceptualizations of Critical Thinking (Volume 1) |
| title_full | A Primer on Critical Thinking and Business Ethics Recent Conceptualizations of Critical Thinking (Volume 1) |
| title_fullStr | A Primer on Critical Thinking and Business Ethics Recent Conceptualizations of Critical Thinking (Volume 1) |
| title_full_unstemmed | A Primer on Critical Thinking and Business Ethics Recent Conceptualizations of Critical Thinking (Volume 1) |
| title_short | A Primer on Critical Thinking and Business Ethics |
| title_sort | a primer on critical thinking and business ethics recent conceptualizations of critical thinking volume 1 |
| title_sub | Recent Conceptualizations of Critical Thinking (Volume 1) |
| topic | Wirtschaftsethik (DE-588)4066439-9 gnd |
| topic_facet | Wirtschaftsethik |
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