ZÁKLADY
FILOZOFIE:
OPAKOVÁNÍ KE
ZKOUŠCE, ČÁST
II.
P
O
D
Z
I M
2
0
1
9
PROGRAM
1. Shrnutí a prohloubení učiva (TOPICS IN ORGANIZATIONAL EPISTEMOLOGY):
EXPERTISE AS PRAGMATIST ENLIGHTENMENT INSTALLING
AN ACTION SPACE FOR ORGANIZATIONAL RESILIENCE
2. Přehled studijních materiálů ke zkoušce, část II. (APPLIED PHILOSOPHY)
3. Diskuze
EXPERTISE
AS
PRAGMATIST
ENLIGHTENMENT
– INSTALLING
AN
ACTION
SPACE
FOR
ORGANIZATIONAL
RESILIENCE
T
O
P
I C
S
I N
O
R
G
A
N
I Z
A
T
I O
N
A
L
E
P
I S T
E
M
O
G
O
LY
PHILOSOPHY AND ENLIGHTENMENT
”… philosophy … aims at … ”reflective transcendence” – the act of standing
back from conventional beliefs, received opinions, and even received
practices, and asking a penetrating “Why should we accept this as right?””
(Putnam, 2004, p. 109)
“At certain crucial moments in history, the result is a profound revaluation of
our ways of thinking, which we may call ”enlightenment”.”
(Putnam, 2004, p. 109)
Putnam, H. 2004. Ethics without Ontology.
HUP, Cambridge, MA - London.
THE THREE ENLIGHTENMENTS (PUTNAM)
- Enlightenment as a learning process
- 1st Enlightenment: Plato (critical thinking)
- 2nd Enlightenment: 17/18th century Newton (new sciences)
- 3rd Enlightenment: Dewey (fallibilistic inquiry)
Putnam, H. 2004. Ethics without Ontology.
HUP, Cambridge, MA - London.
PRAGMATIST ENLIGHTENMENT (PUTNAM)
”… education must not be a matter of simply teaching people to learn things
by rote and believe what they are taught. … learning how to think for oneself,
to question, to criticize, is fundamental. But thinking for oneself does not
exclude – indeed it requires – learning when and where to seek expert
knowledge.” (Putnam, 2004, p. 105)
”… philosophy is not and should not be primarily a professional discipline, but
rather something that all … human beings engage in.” (Putnam, 2004, p. 107)
Putnam, H. 2004. Ethics without Ontology.
HUP, Cambridge, MA - London.
Things that have never happened before happen all the time.
(Sagan, 1995)
Sagan SD. 1995. Limits of Safety: Organizations, Accidents, and Nuclear Weapons.
American Association for the Advancement of Science, Washington, DC.
https://www.google.at/search?q=sully&client=safari&rls=en&dcr…JxxQKHYhQBtIQ_AUICigB&biw=1240&bih=674#imgrc=PH3r9sc6
The Unsung H
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CASE I.
CASE II.
In a system where obedience is highly valued, Petrov sacrificed integrity and career in the military for the greater good. Stanislav Petrov's stand
was particularly exceptional considering the tense geopolitical state of affairs​ and that there were many others who failed to do the right thing
in similar situations.
Korean Airlines 007
STANISLAV PETROV:​ AN
UNLIKELY HERO OF THE COLD
WAR
HOME PAGE THE COLD WAR
THE FALSE ALARM INCIDENT SIGNIFICANCE
RESEARCH
CASE III.
Seite 1 von 3https://www.morgenpost.de/wirtschaft/article225098439/Boeing-737-Max-Piloten-wollen-sich-nicht-ans-Steuer-setzten.html
Flugkapitäne weltweit lehnen die schnelle Rückkehr
des Flugzeugtyps Boeing 737 Max ab. Sie sind tief
beunruhigt und üben offen Kritik.
Von Finn Mayer-Kuckuk
25.05.2019, 13:57
Berlin. Wenn das Vertrauen in einen Flugzeugtyp einmal zerstört ist, ist es fast
unmöglich, es wiederherzustellen. Der US-Flugzeughersteller Boeing hatte Mitte
Die Boeing-Maschinen des Typs 737 Max dürfen nicht starten. Foto: Matt McKnight /
Reuters
CASE III. - ANALOGY
EXPERTISE
§ high level of domain-specific skills and knowledge
§ acquired through years of learning and practice
§ precondition for domain-specific high performance
E
F
[Q]
E
K
Q*
Q?
Q??
[Q*]
Impact
P Actions
Dialogue
Scissors of Expertise
Q
EXPERTISE - LIMITATIONS
§ bias and cognitive entrenchment
§ inflexibility
§ favouring the status quo and inertia
§ reduced creativity
SITUATIONS OF SURPRISE
Type of
surprise
Characteristics
Possibility of preparation and
planning before event happens
Reliance on automatized
action
1
Expected event at an unexpected
time
Allows for extensive preparation and
planning.
Complete reliance on
automatized action to
stabilize the system.
2
Unexpected event from an
expected source at an unexpected
time
Preparation and planning restricted
to a number of contingency plans.
Medium reliance on
automatized action to
stabilize the system.
Necessity for reflection.
3
Unexpected event from an
unexpected source at an
unexpected time
Planning and preparation impossible.
Low reliance on
automatized action to
stabilize the system.
Necessity for reflection and
exaptation to expand the
solution space.
Reflection
• That's when I thought to myself, what is the mission? It was to bring
stability, and to be able to report. If I do this, if the situation
escalates, then I cannot do this. [R9 – 00:28:43]
• These things come to me only after I realize that I have no pressure
to act now. [R9 – 00:33:07]
• So, I'm stuck. So. Now, a big dilemma: Do I walk up to the position
alone? [R9 – 00:57:36]
E
F
[Q]
M
S R
E
K
Q*
Q?
Q??
Explanations
Information
processing
Communication
[Q*]
Impact
P Actions
Dialogue
Background
Knowledge
H = { E, F, K, M } &
Scissors of Expertise
Q
n => n+1
Acquisition of explanatory meta-knowledge (M)
“You learn in education a bit of aerodynamics, a bit about how the air flows in
freefall, you know how to change your position in freefall, and you know
approximately how the air behaves...the reserve parachute [therefore] has a wide
band for catching air.” [R7 – 00:36:12]
SKILL DEVELOPMENT FOR DEALING WITH SURPRISE
Pure training
§ Behavioural patterns and skills, which
enable automatized action in
situations when time or emotional
pressure is too high for reflection
(Type 1 thinking, Kahneman, 2003;
Laureiro-Marínez & Brusoni, 2018).
Preaptative training (”extra” knowledge)
§ The history of why and how such rules or
drilled practices were created, for what
reason they were invented, and what are
their limits
§ Background knowledge enabling more
controlled cognitive processes (Type 2
thinking, Kahneman, 2003), reflection
and re-interpretation of rules leading to
exaptation (Gould & Vrba, 1982)
Rule Learning (Pure training) and Context Learning (Preaptative training) contribute to
successful managing the unexpected
RELATIONSHIPS BETWEEN TYPES OF
TRAINING AND MANAGING SUPRISE
Background
Knowledge
Duration
Intensity
Breadth
Common Explanatory
Knowledge Structure
Stabilizing the
Action System
Automatized
Action
Exaptation of
Drill in Action
Rule Learning
(Pure Drill)
Context Learning
(Preaptative Drill)
Expanding the
Option Space
Antecedents of Resilient Action Installing an Action
Space for Resilience
Action
Training
STUDIJNÍ MATERIÁLY KE ZKOUŠCE, ČÁST II. (APPLIED PHILOSOPHY)
• Travis, Gregory Reed: The Case of the 737 MAX. April 7, 2019. K dispozici ve
studijních materiálech předmětu a/nebo
https://medium.com/@gregoryreedtravis/the-case-of-the-737-max-
b6b1869839b6
• Born, Rainer: Soubor přednáškových slidů do Základů filozofie. 2019. K
dispozici ve studijních materiálech předmětu.
• Putnam, Hilary: Ethics without Ontology. Lecture 1: The Three
Enlightenments. HUP, Cambridge, MA – London, 2004. K dispozici ve studijních
materiálech předmětu.
• Dokumentární filmy a články k nouzovému přistání US-Airways letu 1549
(„Miracle on Hudson River“)
• Dokumentární filmy a články k osobě Stanislava Petrova („Man who saved the
world“)
• Dokumentární film k Milgramovým experimentům, např. na YOUTUBE
DISKUZE