Steven Segal

A Heideggerian approach to practice-based reflexivity

In the context of the turn to practice-based approaches to learning, this paper outlines the notion of an existential form of reflexivity as a reflexivity from within rather than from a disengaged position outside of a practice. Using the philosophy of Martin Heidegger and the existential crisis of Mort Meyerson who at the time of crisis was CEO of Ross Perot systems, the article focuses on the ‘lived experience’ of reflexivity, demonstrating the way in which theorizing itself becomes an existential practice in times of breakdowns in a manager’s taken for granted everyday coping practices. Based on Heidegger, it is argued that whilst absorbed in the demands of everyday coping, managers are not attuned to the way of being-in-the-world implied in such coping. When everyday coping breaks down, managers become attuned to the way of being-in-the-world implied in their coping.

The Existential Conditions of Explicitness: An Heideggerian Perspective.

This paper examines the notions of “disorientating dilemmas” and “critical incidents” from the perspective of the hermeneutic phenomenology of Martin Heidegger. It maintains that disorientating dil...

An existential hermeneutic philosophical approach to project management

The philosophies of Martin Heidegger and Richard Rorty are used to redescribe the fundamental assumptions underpinning project management. Rather than viewing project management as merely a science, the significance and value of philosophy for project management are developed. The philosophical practice of redescription as a way of responding to existential disruptions of the lived experience of managing projects is seen as vital not only to being a project manager but also to describing project management.

The existential dimensions of the paradox of becoming in the process turn in organisation studies

This article offers a theory of becoming a manager which goes beyond Maslow and Rogers’ theory of self-actualisation. Based on two process perspectives in the context of organisations and management, it argues that becoming is less about ‘inner-self’ but emerges out of the dialectical interaction between a person and the world: a manager only becomes a manager as they engage with the world. Based on existential philosophers, it argues that the dialectical activity of becoming a manager through interacting with the world presupposes the willingness to leap through the anxiety of the unfamiliar and unknown so that a managerial identity and way of being can emerge. Existentialism and Organization Studies–based process theory are brought together by the way in which Karl Weick uses a quotation from Kierkegaard: ‘Life is lived forward and understood backward’. This statement is also used as a basis for suggesting a way of working with the relationship between theory and practice in management.

Breaking the chains of ignorance: manager-philosophers in recent management history

Purpose The purpose of this paper is to disclose new pathways for research and for understanding the relationship between management, philosophy and history. Design/methodology/approach Textual exegesis of the key protagonists in terms of a critical explanation or interpretation of text. Findings In contrast to textbook forms of philosophy developed under conditions of abstraction from practice, it is in the context of practice that managers develop their way of thinking. More particularly, the authors have demonstrated through the exemplars of Semler and Welch, how as managers are disrupted in their workday practices of “living forward”, they are able to become reflexively attuned to the taken-for-granted common sense and ideas that have been implicit guides to them. As they are able to recognise their taken-for-granted background common sense, they are able to critique this, subject it to change and, thus, open-up new possibilities for living forward. Originality/value The focus of this paper has tended to be rather piecemeal and limited to the impact of particular philosophers on particular management thinkers. To date, there has been no philosophical contemplation of the practice of management per se nor, concomitantly, the pivotal but basically disregarded role of managers qua philosophers.

Why Philosophy in Leadership Studies

The turn to philosophical experience is reflected not only in the experiences of corporate leaders but also in the theoretical literature on management and in the practices of educating managers. In both cases, there is a turn towards a new paradigm for management. This view is widespread in management and is summarised in the work of Chris Davis, who maintains that “managers, CEOs and academics alike are thirsty for a new paradigm through which to interpret our rapidly evolving global culture… hyper-connectivity, new economic standards and measures, wholly new mediums for communicating, new interpretations of power, value and waste” in Language Listening and Action (http://www.stratam.com/assets/articles/Listening_Language_Action.pdf).

Leaders as Philosophers

The philosophical experience is vital in the world of management. Without calling it by name, managers engage in the activity of the philosophical process. They have moments that can be described as philosophical and that are central to their practices as managers, which gain and give perspective on situations in which they find themselves.

Philosophical Journeys of Leaders

The aim of this book has been to identify, describe, analyse, and bring out the significance of philosophical experiences in the context of management. It has demonstrated that managers do have philosophical experiences, and that these are central to their practices as managers.

Stress as the Basis for Leadership Philosophy

Ricardo Semler, CEO of Semco, a Brazilian company, underwent what I shall call a “sustainability crisis”, in which his habitual style of leading undermined his ability to manage his organisation. He was self-undermining. The way he responded to his sustainability crisis enabled him to transform his practice of leadership and organisational management from an autocratic and top-down approach to what he sees as a democratic style of leadership. This transformation enabled him to breathe new life and possibilities into his organisation, making it a model corporation which a number of companies have wanted to emulate. He turned his self-destructive style of management into a creative and dynamic organisation — and increased Semco’s “bottom line”.

The Practical Basis for Developing a Philosophy of Leadership

Paradigms that conceptualise management are changing. So, too, the conception of management education is undergoing fundamental changes. Pedagogy is moving away from top-down theoretical practices of learning to more experientially grounded views of education.