Perversion And The Art Of Persecution

In this critical work on the political thought of Leo Strauss, Sean Noah Walsh addresses Leo Strauss's claims about esotericism in the philosophic texts of Plato. He challenges Strauss's understanding of esoteric writing as an attempt by Plato to secretly encode the highest truths "exclusively between the lines" in order to avoid persecution. Indeed, through the character of Socrates, the speaker with whom Plato is inextricably associated, Walsh asserts that Plato's exoteric writings were sufficiently incendiary and provocative to demonstrate that a fear of persecution was not his highest priority. The politics that follow from Strauss's thought depend on the interpretation of these Platonic philosophical bases and by analyzing how the problem of fear has been confronted in the works of Plato and Leo Strauss, Walsh offers a direct and thorough account of the politics that emerge from Strauss's esoteric reading of political philosophy. Applying Lacanian psychoanalysis, Walsh investigates the discourse of Straussian esotericism. and examines Plato's writing for examples of exoteric risk, subjecting both Plato and Strauss's writings to Lacan's psychoanalytic technique for interpreting the function of desire in discourse. Given the continuing influence of Strauss's ideas on contemporary politics, particularly within American foreign policy, Walsh's examination of this Straussian esotericism for these effects will prove an interesting read for political theorists, international relations scholars, and philosophers alike.

“Shines a floodlight on a topic that has been cloaked in obscurity . . . a landmark work in both intellectual history and political theory” (The Wall Street Journal). Philosophical esotericism—the practice of communicating one’s unorthodox thoughts “between the lines”—was a common practice until the end of the eighteenth century. Despite its long and well-documented history, however, esotericism is often dismissed today as a rare occurrence. But by ignoring esotericism, we risk cutting ourselves off from a full understanding of Western philosophical thought. Walking readers through both an ancient (Plato) and a modern (Machiavelli) esoteric work, Arthur M. Melzer explains what esotericism is—and is not. It relies not on secret codes, but simply on a more intensive use of familiar rhetorical techniques like metaphor, irony, and insinuation. Melzer explores the various motives that led thinkers in different times and places to engage in this strange practice, while also exploring the motives that lead more recent thinkers not only to dislike and avoid this practice but to deny its very existence. In the book’s final section, “A Beginner’s Guide to Esoteric Reading,” Melzer turns to how we might once again cultivate the long-forgotten art of reading esoteric works. The first comprehensive, book-length study of the history and theoretical basis of philosophical esotericism, Philosophy Between the Lines is “a treasure-house of insight and learning. It is that rare thing: an eye-opening book . . . By making the world before Enlightenment appear as strange as it truly was, [Melzer] makes our world stranger than we think it is” (George Kateb, Professor of Politics, Emeritus, at Princeton University). “Brilliant, pellucid, and meticulously researched.” —City Journal

Leaders, teams and organisational consultants are faced with a situation of permanent transitions. The current world of organisations is full of beginnings and incomplete endings. The author assumes that the endless re-structuring of living networks of relationships in organisations generates, over time, post-traumatic stress disorder in individuals, groups and the whole system. The book deals with the paradox that continuity is the most important factor in change and that leadership alone solves very little. Even the most heroic figure flounders without the help of the various groups in the organisation, which make things work. The author reflects on his practice of developing teams, professionals and organisations with an approach rooted in group analysis and social anthropology. The dominant way of looking at performance, motivation and leadership focuses on individuals and fails to take into account how we work together, how we fail to co-operate and how inter-dependent we are.