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Article
Publication date: 1 December 2000

Caroline E. Bull and Alan Wise

The typical Scottish diet is high in meat, dairy products and confectionery and low in cereals, vegetables and fresh fruit, although evidence suggests that consumers are becoming…

1957

Abstract

The typical Scottish diet is high in meat, dairy products and confectionery and low in cereals, vegetables and fresh fruit, although evidence suggests that consumers are becoming more “health” conscious. Research indicates that more people are eating out nowadays and requesting “healthy” choices when doing so. This present study examined, by means of a questionnaire, chefs’ knowledge of nutrition and their ability to apply this to recipes. A total of 25 chefs completed the study. Most chefs had received training and had a positive attitude towards “healthy” eating. The changes chefs made to recipes were partly in keeping with current dietary guidelines, particularly for fat and energy. Further research is needed into whether chefs actually know and understand specific dietary guidelines or whether they lack the practical skills needed to prepare “healthy” dishes. It is recommended that college courses should teach chefs “healthy” eating theory reinforced by practical skills.

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Nutrition & Food Science, vol. 30 no. 6
Type: Research Article
ISSN: 0034-6659

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Article
Publication date: 1 January 1995

The critical dimension and the one that can unify knowledge through systemic interrelationships, is unification of the purely a priori with the purely a posteriori parts of total…

78

Abstract

The critical dimension and the one that can unify knowledge through systemic interrelationships, is unification of the purely a priori with the purely a posteriori parts of total reality into a congruous whole. This is a circular cause and effect interrelationship between premises. The emerging kind of world view may also be substantively called the epistemic‐ontic circular causation and continuity model of unified reality. The essence of this order is to ground philosophy of science in both the natural and social sciences, in a perpetually interactive and integrative mould of deriving, evolving and enhancing or revising change. Knowledge is then defined as the output of every such interaction. Interaction arises first from purely epistemological roots to form ontological reality. This is the passage from the a priori to the a posteriori realms in the traditions of Kant and Heidegger. Conversely, the passage from the a posteriori to a priori reality is the approach to knowledge in the natural sciences proferred by Cartesian meditations, David Hume, A.N. Whitehead and Bertrand Russell, as examples. Yet the continuity and renewal of knowledge by interaction and integration of these two premises are not rooted in the philosophy of western science. Husserl tried for it through his critique of western civilization and philosophical methods in the Crisis of Western Civilization. The unified field theory of Relativity‐Quantum physics is being tried for. A theory of everything has been imagined. Yet after all is done, scientific research program remains in a limbo. Unification of knowledge appears to be methodologically impossible in occidental philosophy of science.

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Humanomics, vol. 11 no. 1
Type: Research Article
ISSN: 0828-8666

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Article
Publication date: 22 June 2010

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

323

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

According to Alan Kay, inventing the future is the best way of predicting what is going to happen. However, the wise words of this eminent US computer scientist are not taken on board in every company. Such firms are skeptical towards innovation and accordingly cagey in their approach. There is no denying that innovation equals uncertainty and is clearly a risk‐laden pursuit at the best of times. Many organizations therefore play safe by confining their search for new knowledge to existing domains. This means that specific ways of thinking dominate and management is biased towards channels it is already familiar with. Some might argue that sticking to the tried and trusted makes sense. However, any reluctance to look further afield for solutions hardly maximizes the chances of success. And adopting a narrow focus raises the danger of complacency creeping into the equation. Why? Because some leaders suppose that familiarity with the research domain will make innovations easier to identify. In the long run, that can prove a costly assumption to make.

Practical implications

Organizations can enhance prospects of successful innovation by setting broader objectives and considering knowledge and information from a wide variety of sources. A funding bias towards projects with greater potential should be adopted.

Social implications

Exploring potential new energy sources and technological advancements can help firms to operate more efficiently and reduce their carbon footprint.

Originality/value

The briefing saves busy executives and researchers' hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

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Strategic Direction, vol. 26 no. 8
Type: Research Article
ISSN: 0258-0543

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Article
Publication date: 1 June 2005

Li‐teh Sun

Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American…

825

Abstract

Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.

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International Journal of Sociology and Social Policy, vol. 25 no. 6/7
Type: Research Article
ISSN: 0144-333X

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Article
Publication date: 2 September 2014

Prasad L. Kaipa

The purpose of this paper is to help leaders to reflect on how to make difficult decisions by developing practical wisdom based on Indian traditions. In complex scenarios, when…

2631

Abstract

Purpose

The purpose of this paper is to help leaders to reflect on how to make difficult decisions by developing practical wisdom based on Indian traditions. In complex scenarios, when leaders are is crisis, they often tend to rush into decisions without proper reflection, rely too heavily on data and analytics, and demonstrate an inability to decide based on subtle, intangible and often very important elements like emotion, intuition and spiritual discernment. In this paper, the author discusses what it means to make wise decisions based on the Hindu concept of discrimination (viveka) – that is, the ability to perceive and make fine distinctions and also to notice and value quality which is very important part of spiritual discernment.

Design/methodology/approach

This paper uses four decision-making scenarios from an Indian epic Mahabharata to cast light on dilemmas that seem to trip up so many twenty-first century leaders. The author draws lessons from the four stories and highlight key challenges in decision making – developing spiritual discernment to support logic based and emotion-laden decision making.

Findings

Allowing crisis to drive decisions, failing to recognize and account for the biases and attachments, and not developing good role clarity keep leaders from making the decisions they need to, from a place of ethical clarity. The subtle but essential spirit of ethical decision making is discernment and quality of discernment increases when leaders develop “viveka” or discrimination capability and use it regularly.

Research limitations/implications

It is important to remember that developing skills in using viveka in discernment suggested in this paper requires “unlearning” some of the beliefs and practices that served leaders in the past. This framework might be thought provoking and rich conceptually but only action and practice using this framework with awareness makes managers wise leaders.

Practical implications

This paper proposes a framework for making difficult decisions and has implications for developing managers and leaders who can make decisions with discernment. Especially in these days of complexity and turbulence, we need to develop people to resolve dilemmas wisely and effectively. The framework for developing discernment by using intuition, instinct and emotions along with data effectively can help leader using this framework make wise decisions. The stories of leadership success and failure in the Mahabharata serve to remind us that reactive or unreflective decision making are not the answer to rapid change and uncertainty. Yet, leaders need to be able to make sound decisions rapidly in a complex and changeable context by paying attention to both explicit and tacit factors. Stories open up other paths to cultivating this ability of paying attention to viveka that is at the root of spiritual discernment. With clear engagement with the role of leader; the will to detach from desired outcomes; and a stance of courage, humility and ethical clarity, we have the tools we need to manage accelerating complexity, whatever its source.

Originality/value

Decision-making process is examined holistically – by bringing in recent developments in brain research along with stories and lessons from an ancient epic from India to recognize that making decisions is complex and important element that distinguishes wise leaders from smart leaders. This paper could help smart leaders gain ethical clarity by developing discernment integrating fine qualities of discrimination.

Details

Journal of Management Development, vol. 33 no. 8/9
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 February 1977

Alan Day, LJ Mitchell, Roy Payne, Donald Davinson and Peter Labdon

STARING AT all of us in the preamble of the Library Association's Royal Charter is the statement that one of the objects of the association is ‘to unite all persons engaged or…

20

Abstract

STARING AT all of us in the preamble of the Library Association's Royal Charter is the statement that one of the objects of the association is ‘to unite all persons engaged or interested in library work for the purpose of promoting the best administration of libraries’. Now, whatever else we may have achieved over the last hundred years, we have conspicuously failed in this particular objective. How many experienced librarians with long years of library service behind them are there up and down the country, in government departments, universities and industrial firms, who seem to take a perverse sort of pride in not being members of the association, instead of being safely tucked up with the rest of us? Their number must be legion, and that in itself is an indication of our failure. And how often do they admit, a little shamefacedly, that they really see no relevance in what the Library Association is doing, in relation to their own individual circumstances? And then comes their clincher: besides, they will tell you slightly aggressively, ‘if I joined it would cost me £x’.

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New Library World, vol. 78 no. 2
Type: Research Article
ISSN: 0307-4803

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Publication date: 3 May 2011

Mary Rice

Mondays in my classroom typically have time reserved for personal storytelling, but students are allowed to share whenever they feel so inclined during the week in class. At the…

Abstract

Mondays in my classroom typically have time reserved for personal storytelling, but students are allowed to share whenever they feel so inclined during the week in class. At the beginning of the year, I am the major storyteller in class so that I can model appropriate aspects of delivery such as content appropriateness and time allotment, but as the students become familiar with me and with each other, they assume responsibility for the storytelling that occurs in class.

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Adolescent Boys' Literate Identity
Type: Book
ISBN: 978-0-85724-906-7

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Article
Publication date: 1 December 2001

Roger Butterworth

65

Abstract

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Mental Health Review Journal, vol. 6 no. 4
Type: Research Article
ISSN: 1361-9322

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Book part
Publication date: 3 May 2011

Mary Rice

Bourdieu (1986) identified and explained the various forms of capital that exist in a society. He defines capital as “assets that are available for use in the production of…

Abstract

Bourdieu (1986) identified and explained the various forms of capital that exist in a society. He defines capital as “assets that are available for use in the production of further assets” (p. 241). The following explanation of capital provides background for making connections between Bourdieu's forms of capital and the plotlines the boys in this study employ for displaying literate identity.

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Adolescent Boys' Literate Identity
Type: Book
ISBN: 978-0-85724-906-7

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Article
Publication date: 7 October 2014

M.S. Rao

105

Abstract

Details

Human Resource Management International Digest, vol. 22 no. 7
Type: Research Article
ISSN: 0967-0734

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