In this contribution, I will argue for an ontological understanding of time as temporality. This, however, implies that in a certain sense being is temporality, by which I mean that (1) on an ontological level temporality is nothing but the process of change, i.e. the dynamic aspect of being in its becoming, changing, and perishing, and (2) that concrete beings are not merely in time, but they are temporal. This leads to the conclusion that actual time is the process of change that becoming beings are, as well as the conclusion that reality is fundamentally temporal as argued by process metaphysicians like Alfred North Whitehead, Henri Bergson, Martin Heidegger, and Gilles Deleuze. The investigation begins with first establishing the methodological difficulties involved in thinking temporality as an ontological feature. In a second step, dynamic ontologies are introduced as the conceptual background best suited to think ontological temporality and their difference to event-ontologies is explained. Finally, the distinction between temporality and linear time is clarified. This introduction of temporality ends with some arguments for the existence of temporality that are inspired by Aristotle's famous investigations into the nature of time. After having thus introduced temporality as an ontological feature and argued for the existence and relevance of it, its implications for our understanding of the dimensions of time and especially for anticipation are discussed.
In this paper, I will describe how Brentano was able to integrate descriptive philosophy and logical analysis fruitfully by pointing out Brentano's concept of philosophy as a rigorous science. First I will clarify how Brentano attempted to turn philosophy into a rigorous descriptive science by applying scientific methods to philosophical questions. After spelling out the implications of such a descriptive understanding of philosophy, I will contrast this descriptive view of philosophy with a semantic-analytic understanding of philosophy as proposed by Frege. After having thus set the stage I will argue that (1) the current separation of philosophy into the seemingly antithetical strands of (continental) phenomenology and analytic philosophy may be seen as a consequence of how the term 'rigorous science' in 'philosophy as a rigorous science' is interpreted: Does a rigorous science grasp its object with as much exactitude as possible? Or is a science rigorous when its theories are expressed unambiguously, and their implications are drawn with precision? In the course of this investigation I will also point out (2) how Brentano's integrative use of descriptive philosophy (a precursor to phenomenology) and analysis can provide a suitable starting point for an equally successful integration of these methods in contemporary philosophy.
Zusammenfassung. In zwei quasi-experimentellen Studien wurde ein Modell zum Einsatz von Einflussstrategien in Organisationen überprüft. Dazu wurden das wahrgenommene Machtpotenzial (Sanktionsmacht, Referenzmacht) sowie die Einflussziele “zusätzliche Arbeit ’delegieren’” und “das eigene Image verbessern” vollständig intraindividuell variiert. An den zwei Studien beteiligten sich insgesamt 207 in Organisationen erwerbstätige Personen. In Studie 1 zeigte sich ein signifikanter Haupteffekt der Sanktionsmacht sowie eine signifikante Interaktion von Sanktionsmacht und Zielen auf den Einsatz der Taktik Druck machen. In Studie 2 lag eine signifikante Dreiweg-Interaktion von Referenzmacht, Einflusszielen und Geschlecht der Untersuchungsteilnehmer auf den Einsatz der Taktik Einschmeicheln vor. Die Befunde der beiden Studien legen folgende Interpretation nahe: Wenn Personen in sozialen Situationen antriebsunmittelbar und ohne Planung agieren, werden Einflusstaktiken durch vorhandene Machtpotenziale oder saliente Einflussziele aktiviert. Ist dagegen die kognitive Handlungsregulation durch Umsicht und Planung gekennzeichnet, kommen Einflusstaktiken nur dann zum Einsatz, wenn die Taktik zielkongruent ist und der Akteur davon ausgeht, dass sein einschlägiges Machtpotenzial hoch ist. Abschließend werden praktische Konsequenzen für die Personalentwicklung diskutiert.
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