(1997). An historical holistic thread in the dynamical fabric of psychology. World Futures: Vol. 49, The Dialatic of Evolution: Essays in Honor of David Loye, pp. 159-201.

The notion of value neutrality has been a contentious issue within the human and social sciences for some time. In this paper, some of the philosophical and scientific bases for the confusion surrounding the fact-value dichotomy are covered and the discrepancy between how psychology studies values and expresses them is noted. The sense of value neutrality is clarified historically and the clarified meaning of the term applied to some qualitative data demonstrating in what sense values may be expressed in psychology. (...) The position is upheld that psychology as a human science intentionally should not be absolutely value free in the sense that human reality has to be studied in a non-reductionistic manner and thus methods of study must be respectful of the full ethical sense of humanness. This is simply meeting the phenomenological requirement of “fidelity to the phenomenon”. However, psychology can be value free in the historical sense of the term properly understood because it refers to the fact that the personal values of the scientists ought not to be conflated with scientific findings. The discussion of values takes place primarily within the context of science, where the problem of value neutrality emerged, but it is acknowledged that non-scientific approaches to value have merit and can also be compelling. (shrink)

This article describes Chester Barnard, the author of The Functions of the Executive, one of the twentieth century’s most influential books on management and leadership. The book emphasizes competence, moral integrity, rational stewardship, professionalism, and a systems approach, and was written for posterity. Barnard emphasized the role of the manager as both a professional and as a steward of the corporation. His teachings drew on personal insights as a senior executive of AT&T, which saw good governance as the primary means (...) of winning public acceptance of its telecommunications monopoly. Barnard provided a conceptual scheme of the theory of organization based on the following structural concepts: the individual and bounded rationality, cooperation, formal organization, and informal organization. The principal dynamic concepts include communication, consent theory of authority, free will, the decision process, dynamic equilibrium and the inducement–contributions balance, and leadership, executive responsibility, and moral codes. (shrink)