Jamesian Free Will, The Two-stage Model Of William James

Research into two-stage models of “free will” – first “free” random generation of alternative possibilities, followed by “willed” adequately determined decisions consistent with character, values, and desires – suggests that William James was in 1884 the first of a dozen philosophers and scientists to propose such a two-stage model for free will. We review the later work to establish James’s priority. By limiting chance to the generation of alternative possibilities, James was the first to overcome the standard two-part argument against free will, i.e., that the will is either determined or random. James gave it elements of both, to establish freedom but preserve responsibility. We show that James was influenced by Darwin’s model of natural selection, as were most recent thinkers with a two-stage model. In view of James’s famous decision to make his first act of freedom a choice to believe that his will is free, it is most fitting to celebrate James’s priority in the free will debates by naming the two-stage model – first chance, then choice -“Jamesian” free will

Ireland and the Nice Treaty. ZEI Discussion Paper: 2002, C 115

[Introduction.] The experience in Ireland of conducting two referenda on the Nice Treaty: Just for the record, let me remind you that the first referendum was held in June 2001, when the result was just under 54% against and just over 46% per cent in favour. The turnout was just under 35%, the second lowest in the history of referenda in Ireland and by far the lowest in referenda related to Europe. In the second referendum, held on October 19 last, there was a dramatic turn-around; 63% said "yes", 37% "no" and 51% of the electorate failed to vote. Those among you who possess agile mathematical minds will be able to work out pretty quickly that the "no" vote changed little between the two referenda; from just over 20% of the vote the first time to around 18% last month. The key to the positive result the second time around, therefore, was the higher turnout, even though half of the electorate stayed away from the polls. Put another way, many voters who are inclined to be well disposed towards the EU and who abstained last year actually turned out this time. You might well wonder why a country which has enjoyed such largesse from the EU’s coffers should appear to be so reluctant to vote in favour of further integration and enable our less-fortunate neighbours in central and eastern Europe to share in the same good fortune. Had the EU not, after all, been a major factor in the creation of the phenomenon which has come to be known as the Celtic Tiger economy

Re-examining the Northern Ireland conflict

The Northern Ireland conflict has its roots in the failure of the British state-building project to consolidate the territorial gains of colonization in Ireland. A decade of intense political activity in the early 20th century, a failed armed rebellion in 1916 and a guerrilla war by the Irish Republican Army (IRA) in 1918–21 led to the establishment of an independent Irish state. The British Government, after a bitter but ultimately failed attempt at counter-insurgency, withdrew its forces from most of Ireland, but the price to be paid was partition. The particular circumstances of the settler plantations from the 17th century onwards had led to well-organized opposition in the north-east to Irish independence, and these supporters of union with Britain were termed ‘unionists’. They had a sufficiently strong alliance with elements of the British political establishment to persuade the British Government to adopt a policy of partition, even after they had failed to defeat the wider challenge of Irish nationalism

From television to multi-platform: less from more or more for less?

This article examines economic aspects of convergence and of multi-platform expansion in the media sector. Focusing on television broadcasters in the UK, it analyses the recent migration of conventional media towards multi-platform strategies and asks whether digitization is making content delivery more resource–intensive than before or whether it is facilitating greater efficiency. Findings suggest that adaptation to a multi-platform outlook on the part of conventional media requires investment in staffing and re-versioning of content. Funding this, especially in a period of economic downturn, has encouraged a more selective approach towards content, with concomitant implications for diversity. Notwithstanding generally low commercial returns from online activities so far, the potential economic advantages to be had from multi-platform are significant. The experience of UK broadcasters suggests a well-executed ‘360-degree’ approach to commissioning and distribution will increase the value that can be realized from any given universe of content, partly because of extended opportunities for consumption of that content, but also because modes of engagement in a digital multi-platform context allow for an improved audience experience and for better signalling of audience preferences back to suppliers

Guest editor’s introductory essay: special issue on multi-platform strategies

No abstract available

Outsiders within : women in management in the public service in Aotearoa/New Zealand : a thesis presented in partial fulfilment of the requirements for the degree of Master of Management at Massey University, Palmerston North, New Zealand

This thesis explores the management practices of a small number of women in management positions within a large government department in New Zealand, and the factors influencing those practices. Using a feminist standpoint epistemology the study took as its starting point the day to day experiences of managers and their staff. Through analysis of these experiences the context of New Public Management and the reforms of the public sector in New Zealand that took place in the 1980's and 1990's were identified as important features in the management practices of the participants. The study found that the doctrines of New Public Management were embedded within the organisation from which participants were drawn. Within this context, they had an organising or mediating effect on the day to day management practices of the participants, what they valued, how they perceived management and the language they used to talk of their experiences. Overall the participants did not consider that gender relations created either supports or constraints to their management practices or their entry into management positions. They considered that gender-related constraints were a thing of the past. They did, however, note particular events that suggested that women managers continue to be judged in relation to deeply held gender stereotypes. The management practices that the participants valued and/or described as their own practice did not conform to the gendered dichotomies of management that have been prevalent in the literature on successful management and women in management in particular. The participants demonstrated a more androgynous approach to management that is adaptive and sensitive to the wider context