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By Steven Segal (auth.)

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Sample text

Unfortunately it is wrong ... Led to believe that they should be rational and on top of it all, managers become confused and bewildered” (p. 304). By accepting the experience of being “confused and bewildered”, managers can begin to develop a reflective relationship to their experience. When situations make no sense the opportunity for reflecting on their frame of reference and our own becomes possible. For when experiences are derailed make no sense, we are stopped in our tracks, feel perplexed, and are ready to reflect on underlying frames or assumptions.

They knew how things got done. Entering the desert2, put them in strange, unfamiliar territory, where they lost old habits and customs. But it was precisely the experience of being divested of their traditional practices that opened them up to the possibility of new ways of doing things, and thus of being able to receiving the Ten Commandments. Socrates lived in a state of almost permanent disruption: having no job, no secure routine, and nothing definite to hold onto. Yet out of his disruption came the underpinnings for the traditions of Western thought, as Socrates’ philosophy is seen as the turning point in the development of Western rationality.

Improving our habits is an incremental process. It is a matter of applying ourselves to the task. Transforming our habits business requires the ability and willingness to step out of the security of our current conventions of doing things for customs, move into the unknown, and allow the new to emerge. In improving our practice, we know exactly what we are doing. In transforming our habits, we do not know the road that we are taking Why Philosophy in Leadership Studies? 45 before the journey We need to be able to absorb the uncertainty of the unknown.

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