By Cornelius Castoriadis
Démocratie et relativisme constitue le témoignage écrit d’un débat public qui se tint en 1994 : les rédacteurs de los angeles Revue du MAUSS [Mouvement anti-utilitariste dans les sciences sociales], notamment Alain Caillé, Serge Latouche et Jacques Dewitte, avaient souhaité débattre avec le philosophe dissident de Socialisme ou barbarie, auteur de los angeles série Les Carrefours du labyrinthe.
En ces années qui suivent los angeles fin de l’URSS et « de l’Histoire », les sujets ne manquent pas : Quelle perception de l. a. démocratie ? Qu’est-ce que l’Occident ? Pourquoi los angeles résurgence des intégrismes religieux ? Qu’est-ce que l’universalisme ? Qu’est-ce que le marché ? Quelle est cette forme que prend le capitalisme ? Quels sont les paradoxes du relativisme culturel ?
En posant ces questions qui balisent aujourd’hui encore le champ intellectuel français, Cornelius Castoriadis enregistrait et décrivait l’effondrement que connaît l’Occident. Avec los angeles vivacité et l. a. grande clarté de son esprit, il diagnostiquait tous les maux qui se sont aujourd’hui aggravés.
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Extra info for Démocratie et relativisme : Entretiens avec le MAUSS
If we have performance problems we can recruit/select better people; we can place people in more appropriate roles; we can develop them; or we can give people career support in order for them to choose better work contexts. If we are looking at aligning people with roles these areas are the key. If we are to improve these processes from a learning point of view then we can consider the following: 1 With recruitment and selection, the organization can put the ability to learn as a fixed criterion in all selection decisions.
As Woodall comments, ‘Many organisations were so task-focused that the use of time to reflect on learning was perceived as an indication of individual underperformance’ (p. 28). Having shown that current arrangements in most organizations are sadly lacking in providing support for learning, we want now to move to some positive things that you could do. We recognize that even at the CEO level it is not easy to make all the changes that we suggest, so you will need to evaluate what is feasible in your own context.
For instance, in one organization there was a supposed strategy to develop all managers as coaches. Yet the investment in coach development was so small that it would have taken over 40 years just to develop all existing managers. No one looked at the link between the espoused strategy (all managers as effective coaches) and the tactical decisions about budgets. In effect therefore the real strategy was not to develop coaching capability at all. A new development in the last few years has drawn attention to the problem of maintaining a strategic focus.