39,909 research outputs found

    Philosophical foundations of the Death and Anti-Death discussion

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    Perhaps there has been no greater opportunity than in this “VOLUME FIFTEEN of our Death And Anti-Death set of anthologies” to write about how might think about life and how to avoid death. There are two reasons to discuss “life”, the first being enhancing our understanding of who we are and why we may be here in the Universe. The second is more practical: how humans meet the physical challenges brought about by the way they have interacted with their environment. Many persons discussing “life” beg the question about what “life” is. Surely, when one discusses how to overcome its opposite, death, they are not referring to another “living” thing such as a plant. There seems to be a commonality, though, and it is this commonality is one needing elaboration. It ostensibly seems to be the boundary condition separating what is completely passive (inert) from what attempts to maintain its integrity, as well as fulfilling other conditions we think “life” has. In our present discussion, there will be a reminder that it by no means has been unequivocally established what life really is by placing quotes around the word, namely, “life”. Consider it a tag representing a bundle of philosophical ideas that will be unpacked in this paper

    From “the dialectics of nature” to the inorganic gene

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    The concept of projection from one space to another, with a consequent loss of information, can be seen in the relationships of gene to protein and language description to real situation. Such a transformation can only be reversed if extra external information is re-supplied. The genetic algorithm embodying this idea is now used in applied mathematics for exploring a configuration space. Such a dialectic – transformation back and forth between two kinds of description – extends the traditional Hegelian concept used by Engels and others of change as resulting from a resolution of the conflict of two opposing tendencies and provides for evolution of the joint system

    Implementing Generalized Empirical Method in Neuroscience by Functionally Ordering Tasks

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    This article outlines a method of collaboration that will manifest a high probability of cumulative and progressive results in science. The method will accomplish this through a division of labour grounded in the order of occurrence of human cognitional operations. The following article explores the possibility of a method known as functional specialization, distinct tasks presently operative in neuroscience. Functional specialization will enhance collaboration within a science as well as initiate implementation of generalized empirical method. Implementation of generalized empirical method will be achieved through the focus of individual specialties on specific mental operations

    The Paradoxical Effects of Blockchain Technology on Social Networking Practices

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    Blockchain technology is a promising, yet not well understood, enabler of large-scale societal and economic change. For instance, blockchain makes it possible for users to securely and profitably share content on social media platforms. In this study, w

    Back to the Drawing Board : Inventing a Sociology of Technology

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    Potentialities and constraints in the relation between social innovation and public policies: some lessons from South America

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    Social innovation (SI) can offer alternative forms of organization and novel solutions to complex problems faced by contemporary societies. As governments face increasing pressures from mounting societal challenges, it is assumed that SI can provide bottom-up solutions in ways that can create transformative change. However, the dialectic relation between bottom-up initiatives and government can be difficult and sometimes contradictory. Even more, assumptions about the diminishing powers of government can be misleading and overstress the role of SI. Based on the study of the recent South American experience, we have departed from this assumption, seeking to understand what the role of public policies as initiators or supporters of SI could be. We analyzed two top-down initiatives promoted by public policies that ultimately fostered SI in Argentina, the subsistence agriculture “Pro-Huerta” program and the policies of the National Technology and Social Innovation Program, and one complementary case study of a bottom-up SI experience in Brazil, the One Million Cisterns Program, which was later inserted into public policies. Together, these cases have allowed us to understand the potentialities and limitations of SI and the kind of dialectic relations they established with public policies. In particular, we have considered how public policies can foster and support SI.Fil: Gordon, Ariel. Universidad Nacional de Quilmes. Departamento de Economía y Administracion; Argentina. Consejo Nacional de Investigaciones Científicas y Técnicas; ArgentinaFil: Becerra, Lucas Dardo. Universidad Nacional de Quilmes. Centro de Estudios e Investigación. Instituto de Estudios Sobre la Ciencia y Tecnología; Argentina. Consejo Nacional de Investigaciones Científicas y Técnicas; ArgentinaFil: Fressoli, Juan Mariano. Centro de Investigaciones para la Transformación; Argentina. Consejo Nacional de Investigaciones Científicas y Técnicas; Argentin

    Managing in Uncertainty : Complexity and the paradoxes of everyday organizational life

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    © 2015 Chris Mowles. All rights reserved.The reality of everyday organizational life is that it is filled with uncertainty, contradictions and paradoxes. Yet leaders and managers are expected to act as though they can predict the future and bring about the impossible: that they can transform themselves and their colleagues, design different cultures, choose the values for their organization, be innovative, control conflict and have inspiring visions. Whilst managers will have had lots of experiences of being in charge, they probably realise that they are not always in control. So how might we frame a much more realistic account of what’s possible for managers to achieve? Many managers are implicitly aware of their messy reality, but they rarely spend much time reflecting on what it is that they are actually doing. Drawing on insights from the complexity sciences, process sociology and pragmatic philosophy, Chris Mowles engages directly with some principal contradictions of organizational life concerning innovation, culture change, conflict and leadership. Mowles argues that if managers proceed from the expectation that organizational life as inherently uncertain, and interactions between people are complex and often paradoxical, they start noticing different things and create possibilities for acting in different ways. Managing in Uncertainty will be of interest to practitioners, advanced students and researchers looking at management and organizational studies from a critical perspective
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