With Beyond Rationality, Kenneth R. Hammond, one of the most respected and experienced experts in judgment and decision-making, sums up his life's work and persuasively argues that decisions should be based on balance and pragmatism rather than rigid ideologies.Hammond has long focused on the dichotomy between theories of correspondence, whereby arguments correspond with reality, and coherence, whereby arguments strive to be internally consistent. He has persistently proposed a middle approach that draws from both of these modes of thought and so avoids the blunders of either extreme. In this volume, Hammond shows how particular ways of thinking that are common in the political process have led to the mistaken judgments that created our current political crisis. He illustrates this argument by analyzing penetrating case studies emphasizing the political consequences that arise when decision makers consciously or unconsciously ignore their adversaries' particular mode of thought. These analyses range from why Kennedy and Khruschev misunderstood each other to why Colin Powell erred in his judgments over the presence of weapons of mass destruction in Iraq. For anyone concerned about the current state of politics in the U.S. and where it will lead us, Beyond Rationality is required reading.

The first textbook to present a framework of the Behavioral Political Science paradigm for understanding political decision-making.

In Beyond Rationality: Contemporary Issues, scholars from a variety of disciplines explore the concept of “irrationality” in today’s increasingly complex world. Combining both theory and practice, this is essential reading for anyone wishing to understand such diverse puzzles as why citizens often readily support dictatorships, how terrorists “reason,” and why seemingly rational people often make irrational choices.

Spanning the 20th and 21st centuries, the writers considered in this first book of the Routledge Focus on Women Writers in Organization Studies series make an important contribution to how we think about rationality in managing, leading and working. It provides a space in which to think differently about rationality, challenging dominant masculine logics while positioning relations between people centre stage. A critical and intellectually provocative text, the book provides a nuanced and practical account of rationality in organizational contexts, making it clear that women have and continue to write groundbreaking work on the subject: women like Lillian Moller Gilbreth, who was at the forefront of developments in scientific management, and Frances Perkins, who was the first female US cabinet secretary. Both are important not only for what they achieved but also as illustrations of the ways in which women have been written out of the accounts of managing and management thought. This matters not only because credit is denied to those who deserve it, but also because it impoverishes our understanding of complex organisational phenomenon. Where so much extant writing on managing and organizing is preoccupied with abstract notions of structure, strategy, metaphor and machines, the writers considered here explain why effective working and managing is primarily about seeing and working with people. Writers such as Arlie Hochschild, Mary Parker Follett and Heather Höpfl remind us that rationality cannot be decoupled from emotion or, where a system is to be rationalised, then it should start with and enhance the lives of people – be designed with people at the centre. In this sense, the book is not arguing for a wholesale rejection of rationality. Rather, authors call on readers to move beyond a preoccupation with rationality for its own sake, seeing it instead as a useful and highly contestable aspect of organizational life. Each woman writer is introduced and analysed by an expert in their field. Further reading and accessible resources are also identified for those interested in knowing more. This book will be relevant to students, researchers and practitioners with an interest in business and management, organizational studies, critical management studies, gender studies and sociology. Like all the books in this series, it will also be of interest to anyone who wants to see, think and act differently.

Draws together extensive research on leadership, change, and organizational performance to help leaders make sense of the complexities and contradictions of organizational life. Explains how managers can come to see new possibilities for structuring organizations, designing jobs, and solving daily problems by learning to embrace and transcend paradoxes.

Drawing upon critical social theorists like Habermas, depth psychologists like Jung, and phenomenologists like Hussert, Denhardts shows how the "ethic of organization" inhibits the individual's search for meaning and then discusses strategies for enhancing the individual's role. he champions independence, expressiveness, and creativity over discipline, regulation, and obedience.

George Akerlof, 2002 Nobel Laureate in Economics argues that: ?Neoclassical theory suggests that poverty is the reflection of low initial endowments of human and nonhuman capital. The theory cannot account for persistent and extreme poverty coupled with high incidence of drug and alcohol abuse, out-of-wedlock births, single-headed households, high welfare dependency, and crime." This book is designed to provide materials for faculty and students who want to explore the basic intellectual history of modern economics and its turn away from rigid rationality assumptions by including material that would be useful in courses and seminars taught in economics departments at all levels, law school courses and seminars. It looks beyond neoclassical theory to provide the following alternatives: An introduction to the major challenges to the neoclassical model from scholars who share a faith in market ordering with overviews of the perspectives of behavioral economics, informational economics, institutional economics, and social norms. An introduction to the major criticisms of neoclassical economics from scholars who reject the model of the market for distributing the basic necessities of life with overviews of the perspectives of humanism; feminist critiques of market theory; racial critiques of market theory; empirical evidence of persistent racial discrimination in major markets; and market socialism.

"Hargrove argues that political leadership must contain a moral element if it is to be fully effective ... He suggests a model with which to analyze, compare, and evaluate political leaders, and then assesses the presidencies of Franklin Roosevelt, Lyndon Johnson, and Ronald Reagan according to the model's normative implications."--Jacket.