The Ambiguities Of Power

Mark Curtis shows that, contrary to the impression usually conveyed by both academic writing and press coverage, British policy, in both intention and effect, has been far removed from the principles it has conventionally been assumed to be based on: the pursuit of peace, the promotion of democracy and human rights, and the relief of poverty worldwide.

Treating rhetoric and symbols as central rather than peripheral to politics, Lisa Wedeen’s groundbreaking book offers a compelling counterargument to those who insist that politics is primarily about material interests and the groups advocating for them. During the thirty-year rule of President Hafiz al-Asad’s regime, his image was everywhere. In newspapers, on television, and during orchestrated spectacles. Asad was praised as the “father,” the “gallant knight,” even the country’s “premier pharmacist.” Yet most Syrians, including those who create the official rhetoric, did not believe its claims. Why would a regime spend scarce resources on a personality cult whose content is patently spurious? Wedeen shows how such flagrantly fictitious claims were able to produce a politics of public dissimulation in which citizens acted as if they revered the leader. By inundating daily life with tired symbolism, the regime exercised a subtle, yet effective form of power. The cult worked to enforce obedience, induce complicity, isolate Syrians from one another, and set guidelines for public speech and behavior. Wedeen‘s ethnographic research demonstrates how Syrians recognized the disciplinary aspects of the cult and sought to undermine them. In a new preface, Wedeen discusses the uprising against the Syrian regime that began in 2011 and questions the usefulness of the concept of legitimacy in trying to analyze and understand authoritarian regimes.

Why do people turn to personal connections to get things done? Exploring the role of favors in social welfare systems in postwar, postsocialist Bosnia and Herzegovina, this volume provides a new theoretical angle on links between ambiguity and power. It demonstrates that favors were not an instrumental tactic of survival, nor a way to reproduce oneself as a moral person. Instead, favors enabled the insertion of personal compassion into the heart of the organization of welfare. Managing Ambiguity follows how neoliberal insistence on local community, flexibility, and self-responsibility was translated into clientelist modes of relating and back, and how this fostered a specific mode of power.

Sutton-Smith focuses on play theories rooted in seven distinct "rhetorics"--The ancient discourses of fate, power, communal identity, and frivolity and the modern discourses of progress, the imaginary, and the self. In a sweeping analysis that moves from the question of play in child development to the implications of play for the Western work ethic, he explores the values, historical sources, and interests that have dictated the terms and forms of play put forth in each discourse's "objective" theory

Periods of transition are often symbolically associated with death, making the latter the paradigm of liminality. Yet, many volumes on death in the social sciences and humanities do not specifically address liminality. This book investigates these “ultimate ambiguities,” assuming they can pose a threat to social relationships because of the disintegrating forces of death, but they are also crucial periods of creativity, change, and emergent aspects of social and religious life. Contributors explore death and liminality from an interdisciplinary perspective and present a global range of historical and contemporary case studies outlining emotional, cognitive, artistic, social, and political implications.

No detailed description available for "Writings in the Social Philosophy and Ethics / Sozialphilosophische und ethische Schriften".

The first component of intelligence involves effective adaptation to an environment. In order to adapt effectively, organizations require resources, capabilities at using them, knowledge about the worlds in which they exist, good fortune, and good decisions. They typically face competition for resources and uncertainties about the future. Many, but possibly not all, of the factors determining their fates are outside their control. Populations of organizations and individual organizations survive, in part, presumably because they possess adaptive intelligence; but survival is by no means assured. The second component of intelligence involves the elegance of interpretations of the experiences of life. Such interpretations encompass both theories of history and philosophies of meaning, but they go beyond such things to comprehend the grubby details of daily existence. Interpretations decorate human existence. They make a claim to significance that is independent of their contribution to effective action. Such intelligence glories in the contemplation, comprehension, and appreciation of life, not just the control of it.—from The Ambiguities of Experience In The Ambiguities of Experience, James G. March asks a deceptively simple question: What is, or should be, the role of experience in creating intelligence, particularly in organizations? Folk wisdom both trumpets the significance of experience and warns of its inadequacies. On one hand, experience is described as the best teacher. On the other hand, experience is described as the teacher of fools, of those unable or unwilling to learn from accumulated knowledge or the teaching of experts. The disagreement between those folk aphorisms reflects profound questions about the human pursuit of intelligence through learning from experience that have long confronted philosophers and social scientists. This book considers the unexpected problems organizations (and the individuals in them) face when they rely on experience to adapt, improve, and survive. While acknowledging the power of learning from experience and the extensive use of experience as a basis for adaptation and for constructing stories and models of history, this book examines the problems with such learning. March argues that although individuals and organizations are eager to derive intelligence from experience, the inferences stemming from that eagerness are often misguided. The problems lie partly in errors in how people think, but even more so in properties of experience that confound learning from it. "Experience," March concludes, "may possibly be the best teacher, but it is not a particularly good teacher."