The following paper explores the foundations of phenomenology, and seeks to provide those new to the discipline with ways of understanding its claims to assist knowers to attend to 'the things themselves'. Practical applications of this mode of inquiry are linked to adult education practice which is the author's field of practice but most of the ideas are readily applicable to social events and practices such as nursing, social work, recreation, history and the like. Indo-Pacific Journal of Phenomenology , Volume (...) 1, Edition 1 April 2001. (shrink)

Environmental thinkers sympathetic to Buddhism sometimes reason as follows: (1) A holistic view of the world, according to which humans are regarded as being 'one' with nature, will necessarily engender environmental concern; (2) the Buddhist teaching of 'emptiness' represents such a view; therefore (3) Buddhism is an environmentally-friendly religion. In this paper, I argue that the first premise of this argument is false (a holistic view of the world can be reconciled with a markedly eco-unfriendly attitude) as is the second (...) (in speaking of emptiness, Buddhist thinkers are not proposing an 'ecological' conception of the world). Yet the conclusion is, I suggest, true: Buddhism is in certain respects environmentally-friendly, not for the reasons cited above, but because of the view, encapsulated in its teachings and practices, that certain dispositions to treat the natural environment well are an integral part of human well-being. (shrink)

In this article, we discuss and compare various positions in leadership theory through the perspective of Kierkegaard’s modes of existence. After a brief presentation of the three modes of existence—aesthetic, ethical and religious—and a description of the ironic–reflective interpretation of the change process, we synthesize leadership theories into the three main positions of instrumental, responsible and spiritual. Later, we compare and integrate the different positions in leadership theory with the three modes of existence. We argue that the various positions in (...) leadership theory represent different modes of existence. This means that leaders anchored within the aesthetical mode of existence tend to prefer the instrumental position, leaders anchored in the ethical mode of existence tend to prefer the responsible position, and leaders anchored in the religious mode of existence tend to prefer the spiritual position. In accordance with this line of reasoning the ironic–reflective interpretation of Kierkegaard’s three modes of existence gives a relevant explanation for development of leadership theory, and we delve deeper into some key dimensions in the expanding contexts of ontology, epistemology, ethics, the image of man and organizational ends. We conclude that it is necessary to start a process of transition in the mode of existence and in leadership theory in order to cope with the underlying patterns of the natural, cultural and economic crises we are facing today. (shrink)