Practical Wisdom in Management

Integrated approaches in the ethical decision‐making (EDM) and practically wise decision‐making literature are emerging as alternative perspectives to management
theories that conceptualize decision‐making in a rationalist and value‐free manner.
However, more dialogue between both perspectives and qualitative research that
applies them is required. In addition, there is a need for empirical analysis on business
engagement in the face of grand challenges in developing countries. This paper proposes an integrated practically wise EDM framework to study how Colombian councilors who, in 2013, voted for or against the merger between the Colombian
state‐owned company UNE and the Swedish multinational Millicom interpret this
decision and its public impact. Qualitative semi‐structured interviews were conducted
with a voluntary sample of 18 of 21 councilors. Supporters of the UNEMillicom
merger expressed open‐mindedness, seeing the merger as a means to
achieve justice. On the contrary, the merger’s opponents expressed circumspection,
doubting that Millicom’s intentions really leaned toward justice. We conclude that
practical wisdom—embodied by both supporters and detractors—fosters an understanding of EDM beyond what leaders should not do. It also includes a democratic and balanced deliberation on what leaders think they should do to promote the common good.

The late American Historian, Barbara Tuchman-. II concluded that nothing much has changed. Yet, now, with the fate of the planet potentially hanging in the balance, we need wise leaders. And coaching, if done well, can foster the development of wisdom in leaders who can be better enabled to deal with the paradoxes of our times and take their organisations into the future. New research in the areas of decision making and applied wisdom psychology provides useful frameworks and techniques for coaches wishing to grow their practice and help build wiser leaders.

This book is a 'knowledge lamp' from Bangalore, India to create a better world through wise and awakened approach to life, living and leadership. An organization, an individual to be effective should aim at aligning Head (Rational thought), Heart (Intuitive thinking) and Consciousness/Soul (Reflective dimension of existence) through n optimal combination approach This implies moving towards convergence of science and spirituality, living with HOPE (Higher Order Purpose of Existence) and leading through the intrinsic.

Kloke ledere og ansatte er gode til å «lese» situasjonen og de lokale forholdene. De har et stort handlingsrepertoar og kan handle klokt: De kan gjøre det rette på rett måte til rett tid.

Dette er tatt fra side 317-321 i min bok Irgens, Eirik J. «Profesjon og organisasjon. En bok for profesjonsutøvere og de som skal lede dem.» (2021)

OMG - THIS  PROVES THAT THE EXTENT OF OUR COLLECTIVE AND INDIVIDUAL CONSCIOUSNESSES EXCEEDS THE CONFINES OF THIS MULTIVERSE

THEY CONFIRM THAT HUMANITY KILLS ITSELF OFF ENTIRELY AND THEN STARTS OVER, THAT CYCLE IS ABOUT TO CHANGE VIA THE COMING EVENT, WHICH WE CAN CAUSE VIA ORGONE BUBBLE TECHNOLOGY.

This article provides an analysis of the problematic of foresight in traditional Chinese thought, articulating it with current developments in the epistemology of futures studies, planning theory, and strategic management. It is argued that in Chinese thought the answer to the question " Can the future be predicted? " depends on the forecasting horizon: whereas the immediate future can be sensed and taken advantage of by immersing oneself in the evolving situation, the remote future is fundamentally unpredictable. These dual answers are entrenched in discussions of what constitutes wisdom, opening up productive spaces of encounter between the problematic of foresight and the problematic of wisdom. https://doi.org/10.6531/JFS.2018.22(3).00A35

Actors in competitive environments are bound to decide and act under conditions of uncertainty because they rarely have accurate foreknowledge of how their opponents will respond and when they will respond. Just as a competitor makes a move to improve their standing on a given variable relative to a target competitor, she should expect the latter to counteract with an iterative lagged asymmetric response, that is, with a sequence of countermoves (iteration) that is very different in kind from its trigger (asymmetry) and that will be launched at some unknown point in the future (time lag). The paper explicates the broad relevance of the newly proposed concept of " iterative lagged asymmetric responses " to the social study of temporality and to fields as diverse as intelligence and counterintelligence studies, strategic management, futures studies, military theory, and long-range planning. By bringing out in the foreground and substantiating the observation that competitive environments place a strategic premium on surprise, the concept of iterative lagged asymmetric responses makes a contribution to the never-ending and many-pronged debate about the extent to which the future can be predicted.
DOI: https://doi.org/10.1177/0961463X17752652

This preamble study asks whether amplifying our embodied knowing may heighten our ability to sense the complex adaptive patterns in our daily lives. Embodied cognitivists argue nothing that qualifies as thinking was not itself first borne of our physical engagement with the natural world. In this stance, all knowledge is seen as corporeal in nature and thus generated from our intersubjective relationships with the world about us. As such, embodied perception is believed to be direct, veridical, and unmediated by the brain alone. This study also reinforces a growing consensus that the dominant locus for perceiving complex adaptive patterns is achieved through nonconscious rather than conscious processes. Consequently, this research marries the literatures of embodied cognition, nonconscious perception, and complexity to generate an original investigation into how manipulating these relationships could improve our abilities to access, sift through, and act more wisely in the patterns that matter the most. While attempts to establish a clear empirical connection amongst these phenomena were less than conclusive, this inaugural study also makes useful contributions in (a) reframing the array of literature around embodiment into a single, monist conception called the Mind, Body, Environment (MBE) Continuum; (b) lessons learned designing macro-level empirical research into nonconscious embodied perception; (c) providing an inaugural dataset upon which to build future inquiry into this domain, and finally (d) augmenting and testing a non-traditional research methodology called distributed ethnography commensurate to the unique nature of this inquiry.

In this chapter, the author writes about the approximation to the notion of Jewish practical wisdom in three sections: (a) “The commandments: source of practical wisdom” based on the Torah; (b) “Experience and community: confirmation of practical wisdom” which study the sapiential writings within the Ketuvim; and (c) “Alterity: the challenge of practical wisdom” deduced from the intuitions found in the Nevi’im. Finally, as a corollary, the chapter provides some basic principles regarding business and interpersonal trading relations.

Novice researchers face challenges in applying grounded theory and choosing between its two historical approaches—Glaserian and Straussian. Although much has been discussed regarding the differences between the Glaserian and Straussian approaches, these differences can confuse early researchers, leading to the flawed use of grounded theory in management and organizational research. Using three case studies (a PhD graduate, a PhD candidate, and a PhD supervisor) in a management and organizational research context, this article illustrates these key differences and provides guidance for researchers in choosing between them. By providing examples and commentary, this article aims to help researchers to choose and apply the most appropriate form of grounded theory within the field of management and organizational research.

By Wendy Tan " My hypothesis: the coming together of Western and Eastern perspectives brings wisdom and wholeness. We need to understand better how to hold two seemingly opposing ideas at the same time whilst still functioning productively. "

This paper highlights two of the ways in which an abundance of frequent and high-quality information can nonetheless lead an economic agent to failure. I begin with the problem of frequent information, continue with the problem of abundant high-quality information, and end with a general reflection about the lesson these two problems may offer for economic geographical scholarship.

This qualitative study was conducted to provide a model of managerial practical wisdom in public hospitals in order to define the components affecting managerial practical wisdom, development strategies and its results in hospitals based on interpretive paradigm using Grounded strategy and content analysis technique and based on paradigm model of Corbin and Strauss (2008). To this end, semi-structured interviews were conducted with 21 hospital managers, professors and experts in the field of health care management. The basic themes of the interviews during the data analysis and coding stage identify the central class, causal, contextual, intervening factors, strategies and consequences of managerial practical wisdom in the form of a paradigm model and finally to create Grounded theory about managerial practical wisdom in these hospitals. Accordingly, the dimensions and components of practical wisdom among the managers of the mentioned hospitals were cognitive abilities and managerial competencies, factors affecting its development including individual factors (personal experiences, personality pattern, and individual values) and organizational factors (spirituality at work, organizational values and organizational will).Moreover, the results of developing this type of wisdom among the mentioned managers can be categorized as individual results (mental and psychological well-being), organizational results (improving service quality, stakeholder satisfaction, organizational dynamism and agility, organizational vitality and organizational citizenship behaviors) and social outcomes (social capital development). These results can be used in the creation and development of quantitative tools for measuring managerial practical wisdom and as a qualitative complement in evaluating the quality of decisions among hospital managers.

Managing any socially innovative company seems very difficult. All the regular management functions seem undermined by a changed distribution of power. We should speak rather of governance than of management. However, to be able to govern effectively, we should be able to educate the future and present leaders of socially innovative companies. This requires appropriate tools. As was stated by xxx guru of instructional science, to develop an educational program, you have to know what you want your learners to know and what they already know. To meet that goal we should measure the management knowledge of co-operators. Unfortunately management is not biochemistry or software engineering, where it can be strictly defined. It has more tacit character. Wagner and Sternberg (1991; Sternberg et al., 2000) proposed a tool and a procedure to develop such tools including Tacit Knowledge Inventory for Managers (TKIM).  If developed for co-operatives, such tools might measure tacit knowledge and have unprecedented influence on development and recruitment of future co-operative or other social enterprise leaders. In this paper I describe the process of development of a tool measuring tacit knowledge of co-operators, that is persons for whom a co-operative plays an important role in their lives.  They are aware of a co-op's specific values and principles and are actively involved in their co-operative's functioning, regardless of their position.
    From the experts’ maps, I have elicited three main domains:  (1) Values and needs domain, (2) Co-operative cohesion domain, (3) Co-operative management process.  With the help of two practitioners, I wrote the case study stories with 10 possible solutions for each story. I sent this tool to 7 successful and highly appreciated practitioners from three countries. On the basis of agreement in the answers of the experts I have selected 10 case studies and created a key with which other participants can compare.  This paper presents the first pilot results of testing the tool on a group of 29 persons, mainly from socially innovative companies.

The purpose of this systematic review is to investigate how the concept of phronesis is related to education, teaching and learning in the area of Administration and organizational studies. Phronesis is defined as practical wisdom, or prudence, present in processes of deliberation, decision and action. The search for articles on Scopus, Ebsco and Web of Science found 37 articles on the subject. The analysis of these works reveals the most referenced authors, the main definitions and the main research topics regarding teaching and learning in Administration. It is approached according to five main definitions: (a) disposition for judgment or deliberation; (b) perception of context and real situation; (c) type of practical knowledge; (d) phronetic social science, and, (e) multiple definitions. The themes are: (a) Teaching and curriculum related to Administration and business ethics; (b) teacher education and training; (c) teaching and elements of phronesis; (d) philosophy of education...

Many of the scandals, indiscretions and collapses, over the last few years, at formerly venerated organizations were the results of toxic relationships, dubious economic models, opaque workplace paradigms, as well as questionable collective and individual actions and behaviours of people who, ordinarily, would not be considered ‘typically criminal’. The individuals involved have typically been people with good education, caring parents, were community contributors and, by all accounts, appeared to be upstanding members of society. Their involvement, therefore, in corrupt acts and relationships thus brings a number of issues under question— an important one of which is their ethical maturity, and the forming of that ethical development through important societal institutions such as: religion, education and the family. We set out to understand what some of the stumbling blocks were that prevent individuals from courageously acting on their sometimes vast bases of theoretical/common knowledge with respect to ethics and morals, but which has not yet become common practice. Additionally, we also sought to understand what the various enablers were for individuals who were able to live and act ethically, to further enhance such ethical and moral living and working. Our research sample was 646 middle managers who were all enrolled on the MBA programs of the University of Cape Town (South Africa) and Erasmus University (Netherlands). The research respondents self-reported on both the stumbling blocks and enablers, through writing up their personal experiences for our research. They also reported on what some of the practical actions were that they employed to live and work ethically.

The purpose of this systematic review is to investigate how the concept of phronesis is related to education, teaching and learning in the area of Administration and organizational studies. Phronesis is defined as practical wisdom, or prudence, present in processes of deliberation, decision and action. The search for articles on Scopus, Ebsco and Web of Science found 37 articles on the subject. The analysis of these works reveals the most referenced authors, the main definitions and the main research topics regarding teaching and learning in Administration. It is approached according to five main definitions: (a) disposition for judgment or deliberation; (b) perception of context and real situation; (c) type of practical knowledge; (d) phronetic social science, and, (e) multiple definitions. The themes are: (a) Teaching and curriculum related to Administration and business ethics; (b) teacher education and training; (c) teaching and elements of phronesis ; (d) philosophy of educatio...

Despite the different conceptualizations of wisdom found in the literature of the West and East, little research has examined the concept of wisdom in the Arab-Islamic traditions. Knowing how wisdom is understood and practiced from the perspective of the Arab-Islamic traditions can illuminate the current literature and help leaders implement wisdom in today’s organizations. Thus, this chapter looks at how wisdom is conceptualized and applied by exploring its various interpretations and meanings in pre-Islam and post-Islam Arabic cultural contexts. At the end, implications and directions for future research and a conclusion are presented. This research fills an important gap by exploring a relatively overlooked tradition in the wisdom literature.

The revolutionary concept of rhetoric introduced by Plato not only stood firmly against the oratorical practices of his times, but also established first “scientific” art of rhetoric applicable into the frames of philosophical paideia. His perception of rhetorical tasks was strictly related to the goals of political formation and was absolutely indispensable for the purposes of a pursuit of political wisdom, in its exceedingly distinctive meaning. Plato initiated a century-long dispute on rhetorical ends and its political - paideutic value. First, criticized by Isocrates, later, resumed in the most exceptional treatise of Aristotle, he delineated a path of a new display of educational value of the art of rhetoric.