In the mid-nineteenth century when Joseph Baron Lister was beginning his surgical career, bold new theories of medicine were being proposed with increasing frequency. Many of these new theories were in conflict as to how the body functioned and how disease and injury should be approached. They all conflicted more, however, with the older theory of vitalism which they were gradually replacing. Lister believed in vitalism and was quite bothered by the new theories, but did not react to them with (...) hostile criticism or bombast. His typical gentlemanly style was to test them quietly against his own understandings and beliefs. This historical essay focuses upon the feelings, thoughts, and beliefs of Joseph Lister as reflected by his background and his most important experiments. It will show that the discovery which transformed surgery did not originate from any “leading edge” medical theory of the era. The antiseptic principle originated from the experimentation of a troubled vitalist in the service of the theory in which he so passionately believed. (shrink)

The bibliography of any contemporary philosopher is destined to be incomplete before it is ever published and the following is no exception. One guiding principle has been used throughout in the preparation of this bibliography: to provide readers with a guide which, though not exhaustive, does provide a good starting point for the serious study of the philosophy of Gabriel Marcel. Those works which contain comprehensive bibliographies to a certain date are listed as such. Roger Troisfontaines' De l'existence à l'être, (...) for example, contains an exhaustive bibliography of Marcel's works to the date of its publication and this fact is noted in the entry below. It is always best to read a philosopher in his original language. For the convenience of the English‐speaking reader however, the more important works of Gabriel Marcel are listed in the translation whenever possible. The books and articles written about Gabriel Marcel must obviously be listed in the language in which they appear in print. (shrink)

Corporations have not sufficiently yielded to social pressures for humanitarian reforms. To make such reforms requires that management give up some control. Giving up control contradicts traditional managerial philosophy. The bureaucratic structure of corporations gives management the power to virtually eliminate most social influences. An alternative to the bureaucratic corporation is a shared ownership corporation where investors, management, and low ranking employees all own the corporation. This alternative balances the power by giving all participants in the corporation power to influence (...) policy. Without this redistribution of power, or something like it, any hope for significant humanitarian reforms is vain. (shrink)