55 Results for : constrain

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    Cognitive Science, Religion, and Theology: From Human Minds to Divine Minds , Hörbuch, Digital, ungekürzt, 413min
    Cognitive Science, Religion, and Theology is the eighth title published in the Templeton Science and Religion Series, in which scientists from a wide range of fields distill their experience and knowledge into brief tours of their respective specialties. In this volume, well-known cognitive scientist Justin L. Barrett offers an accessible overview of this interdisciplinary field, reviews key findings in this area, and discusses the implications of these findings for religious thought and practice. Cognitive science is the interdisciplinary study of minds and mental activity, and as such, it addresses a fundamental feature of what it is to be human. Further, in so far as religious traditions concern ideas and beliefs about the nature of humans, the nature of the world, and the nature of the divine, cognitive science can contribute both directly and indirectly to these theological concerns. Barrett shows how direct contributions come from the growing area called cognitive science of religion (CSR), which investigates how human cognitive systems inform and constrain religious thought, experience, and expression. CSR attempts to provide answers to questions such as: Why it is that humans tend to be religious? And why are certain ideas (e.g. the possibility of an afterlife) so cross-culturally recurrent? Barrett also covers the indirect implications that cognitive science has for theology, such as human similarities and differences with the animal world, freedom and determinism, and the relationship between minds and bodies. Cognitive Science, Religion, and Theology critically reviews the research on these fascinating questions and discusses the many implications that arise from them. In addition, this short volume also offers suggestions for future research, making it ideal not only for those looking for an overview of the field thus far, but also for those seeking a glimpse of where the field might be going in the future. The b ungekürzt. Language: English. Narrator: Timothy J. Danko. Audio sample: https://samples.audible.de/bk/acx0/002340/bk_acx0_002340_sample.mp3. Digital audiobook in aax.
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    The Fourth Revolution (eBook, PDF)
    Who are we, and how do we relate to each other? Luciano Floridi, one of the leading figures in contemporary philosophy, argues that the explosive developments in Information and Communication Technologies (ICTs) is changing the answer to these fundamental human questions. As the boundaries between life online and offline break down, and we become seamlessly connected to each other and surrounded by smart, responsive objects, we are all becoming integrated into an "infosphere". Personas we adopt in social media, for example, feed into our 'real' lives so that we begin to live, as Floridi puts in, "onlife". Following those led by Copernicus, Darwin, and Freud, this metaphysical shift represents nothing less than a fourth revolution. "Onlife" defines more and more of our daily activity - the way we shop, work, learn, care for our health, entertain ourselves, conduct our relationships; the way we interact with the worlds of law, finance, and politics; even the way we conduct war. In every department of life, ICTs have become environmental forces which are creating and transforming our realities. How can we ensure that we shall reap their benefits? What are the implicit risks? Are our technologies going to enable and empower us, or constrain us? Floridi argues that we must expand our ecological and ethical approach to cover both natural and man-made realities, putting the 'e' in an environmentalism that can deal successfully with the new challenges posed by our digital technologies and information society.
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    Thinking like an Economist (eBook, ePUB)
    The story of how economic reasoning came to dominate Washington between the 1960s and 1980s-and why it continues to constrain progressive ambitions todayFor decades, Democratic politicians have frustrated progressives by tinkering around the margins of policy while shying away from truly ambitious change. What happened to bold political vision on the left, and what shrunk the very horizons of possibility? In Thinking like an Economist, Elizabeth Popp Berman tells the story of how a distinctive way of thinking-an "economic style of reasoning"-became dominant in Washington between the 1960s and the 1980s and how it continues to dramatically narrow debates over public policy today.Introduced by liberal technocrats who hoped to improve government, this way of thinking was grounded in economics but also transformed law and policy. At its core was an economic understanding of efficiency, and its advocates often found themselves allied with Republicans and in conflict with liberal Democrats who argued for rights, equality, and limits on corporate power. By the Carter administration, economic reasoning had spread throughout government policy and laws affecting poverty, healthcare, antitrust, transportation, and the environment. Fearing waste and overspending, liberals reined in their ambitions for decades to come, even as Reagan and his Republican successors argued for economic efficiency only when it helped their own goals.A compelling account that illuminates what brought American politics to its current state, Thinking like an Economist also offers critical lessons for the future. With the political left resurgent today, Democrats seem poised to break with the past-but doing so will require abandoning the shibboleth of economic efficiency and successfully advocating new ways of thinking about policy.
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    The Economic Superorganism
    Energy drives the economy, economics informs policy, and policy affects social outcomes. Since the oil crises of the 1970s, pundits have debated the validity of this sequence, but most economists and politicians still ignore it. Thus, they delude the public about the underlying influence of energy costs and constraints on economic policies that address such pressing contemporary issues as income inequality, growth, debt, and climate change. To understand why, Carey King explores the scientific and rhetorical basis of the competing narratives both within and between energy technology and economics.Energy and economic discourse seems to mirror Newton's 3rd Law of Motion: For every narrative there is an equal and opposite counter-narrative. The competing energy narratives pit "drill, baby, drill!" against renewable technologies such as wind and solar. Both claim to provide secure, reliable, clean, and affordable energy to support economic growth with the most benefit to society, but how? To answer this question, we need to understand the competing economic narratives, techno-optimism and techno-realism. Techno-optimism claims that innovation overcomes any physical resource constraints and enables the social outcomes and economic growth we desire. Techno-realism, in contrast, states that no matter what energy technologies we use, feedbacks from physical growth on a finite planet constrain economic growth and create an uneven distribution of social impacts. In The Economic Superorganism, you will discover stories, data, science, and philosophy to guide you through the arguments from competing narratives on energy, growth, and policy. You will be able to distinguish the technically possible from the socially viable, and understand how our future depends on this distinction.
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    A World Without Work
    SHORTLISTED FOR THE FT & McKINSEY BUSINESS BOOK OF THE YEAR AWARDS 2020The Sunday Times Best Business Books of the Year 2020The Times of London Best Business Books of the Year 2020The Financial Times Best Books of the Year 2020Fortune Magazine Best Business Book of the Year 2020 FiveBooks.com Best Non-Fiction of 2020 Inc.com Best New Business Books of 2020'A path-breaking, thought-provoking and in-depth study of how new technology will transform the world of work' Gordon Brown 'Compelling... Should be required reading for any presidential candidate' New York TimesNew technologies have always provoked panic about workers being replaced by machines. In the past, such fears have been misplaced, and many economists maintain that they remain so today. Yet in A World Without Work, Daniel Susskind shows why this time really is different. Advances in artificial intelligence mean that all kinds of tasks - from diagnosing illnesses to drafting contracts - are increasingly within the reach of computers. The threat of technological unemployment is real. So how can we all thrive in a world with less work? Susskind reminds us that technological progress could bring about unprecedented prosperity, solving one of mankind's oldest problems: how to ensure everyone has enough to live on. The challenge will be to distribute this prosperity fairly, constrain the power of Big Tech, and provide meaning in a world where work is no longer the centre of our lives. In this visionary, pragmatic and ultimately hopeful book, Susskind shows us the way.'Fascinating and tightly argued' Sunday Telegraph'This is the book to read on the future of work in the age of artificial intelligence. It is thoughtful and state-of-the-art on the economics of the issue, but its real strength is the way it goes beyond just the economics' Lawrence Summers, former Chief Economist of the World Bank'A fascinating book about a vitally important topic. Elegant, original and compelling' Tim Harford, author of The Undercover Economist
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    Seek and Hide (eBook, ePUB)
    The surprising story of the fitful development of the right to privacy-and its battle against the public's right to know-across American history. There is no hotter topic than the desire to constrain tech companies like Facebook from exploiting our personal data, or to keep Alexa from spying on you. Privacy has also provoked constitutional crisis (presidential tax returns) while Justice Clarence Thomas seeks to remove the protection of journalists who publish the truth about public officials. Is privacy under deadly siege, or actually surging? The answer is both, but that's doubly dangerous, as legal expert Amy Gajda proves. Too little privacy means that unwanted exposure by those who deal in and publish secrets. Too much means the famous and infamous can cloak themselves in secrecy and shut down inquiry, and return us to the time before movements like Black Lives Matter and #MeToo opened eyes to hidden truths. We are not the first generation to grapple with that clash, to worry that new technologies and fraying social mores pose an existential threat to our privacy while we recognize the value in knowing certain things. Seek and Hide carries us from the Gilded Age, when the concept of a right to privacy by name first entered American law and society, to now, when the law allows a Silicon Valley titan like Peter Thiel to destroy a media site like Gawker out of spite. Disturbingly, she shows that the original concern was not about intrusions into the lives of ordinary folks, but that the wealthy and powerful should not have their dignity assaulted by the wretches of the popular press like Nellie Bly. Alexander Hamilton argued both sides of the issue depending on what it was being known, and about whom. The modern right is anchored in a landmark 1890 essay by Louis Brandeis before he joined the Supreme Court, where he continued his instrumental support for the "privacies of life." In the 1960s, privacy interests gave way to the glory days of investigative reporting in the era of Vietnam and Watergate. By the 1990s we were on our way to today's full-blown crisis of privacy in the digital age, from websites to webcams and the Forever Internet erasing our "right to be forgotten." Or does it? We stand today at another crossroads in which privacy is widely believed to be under assault from every direction by the anything-for-clicks business model and technology that can record and report our every move. This timely book reminds us to remember the lessons of history: that such a seemingly innocent call can also be used to restrict essential freedoms to a democracy-because it already has.
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    • Price: 12.95 EUR excl. shipping
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    Seek and Hide: The Tangled History of the Right to Privacy
    The surprising story of the fitful development of the right to privacy-and its battle against the public's right to know-across American history. There is no hotter topic than the desire to constrain tech companies like Facebook from exploiting our personal data, or to keep Alexa from spying on you. Privacy has also provoked constitutional crisis (presidential tax returns) while Justice Clarence Thomas seeks to remove the protection of journalists who publish the truth about public officials. Is privacy under deadly siege, or actually surging? The answer is both, but that's doubly dangerous, as legal expert Amy Gajda proves. Too little privacy means that unwanted exposure by those who deal in and publish secrets. Too much means the famous and infamous can cloak themselves in secrecy and shut down inquiry, and return us to the time before movements like Black Lives Matter and #MeToo opened eyes to hidden truths. We are not the first generation to grapple with that clash, to worry that new technologies and fraying social mores pose an existential threat to our privacy while we recognize the value in knowing certain things. Seek and Hide carries us from the Gilded Age, when the concept of a right to privacy by name first entered American law and society, to now, when the law allows a Silicon Valley titan like Peter Thiel to destroy a media site like Gawker out of spite. Disturbingly, she shows that the original concern was not about intrusions into the lives of ordinary folks, but that the wealthy and powerful should not have their dignity assaulted by the wretches of the popular press like Nellie Bly. Alexander Hamilton argued both sides of the issue depending on what it was being known, and about whom. The modern right is anchored in a landmark 1890 essay by Louis Brandeis before he joined the Supreme Court, where he continued his instrumental support for the "privacies of life." In the 1960s, privacy interests gave way to the glory days of investigative reporting in the era of Vietnam and Watergate. By the 1990s we were on our way to today's full-blown crisis of privacy in the digital age, from websites to webcams and the Forever Internet erasing our "right to be forgotten." Or does it? We stand today at another crossroads in which privacy is widely believed to be under assault from every direction by the anything-for-clicks business model and technology that can record and report our every move. This timely book reminds us to remember the lessons of history: that such a seemingly innocent call can also be used to restrict essential freedoms to a democracy-because it already has.
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    • Price: 26.99 EUR excl. shipping
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    Management 3.0
    Pragmatic Insights for Successfully Managing Your Unique Agile Team or Organization In many organizations, management is the biggest obstacle to successful Agile development. Unfortunately, reliable guidance on Agile management has been scarce indeed. Now, leading Agile manager Jurgen Appelo fills that gap, introducing a realistic approach to leading, managing, and growing your Agile team or organization. Writing for current managers and developers moving into management, Appelo shares insights that are grounded in modern complex systems theory, reflecting the intense complexity of modern software development. Appelo's Management 3.0 model recognizes that today's organizations are living, networked systems; that you can't simply let them run themselves; and that management is primarily about people and relationships. Management 3.0 doesn't offer mere checklists or prescriptions to follow slavishly: rather it deepens your understanding of how organizations and Agile teams work, and gives you tools to solve your own problems. Drawing on his extensive experience as an Agile manager and trainer, Appelo identifies the most valuable elements of Agile management, and helps you improve each of them. Coverage includes Getting beyond "Management 1.0" command hierarchies, and "Management 2.0" fads Understanding how complexity and non-linearity affect your organization-and why the best-laid plans so often fail Giving teams the care and feeding they need to grow on their own Defining boundaries and constraints, so teams can succeed in alignment with company goals Anticipating issues teams won't or can't resolve by themselves Sowing the seeds for a culture of software craftsmanship Keeping your people active, creative, motivated, and energized Helping teams develop crucial missing skills and disciplines Crafting organizational networks and communication flows that promote success Making change desirable-and making stagnation painful Implementing continuous improvement that actually works Thoroughly pragmatic-and never trendy-Jurgen Appelo's Management 3.0 will help you bring greater agility to any software organization, team, or project. Product Description In many organizations, management is the biggest obstacle to successful Agile development. Unfortunately, reliable guidance on Agile management has been scarce indeed. Now, leading Agile manager Jurgen Appelo fills that gap, introducing a realistic approach to leading, managing, and growing your Agile team or organization. Writing for current managers and developers moving into management, Appelo shares insights that are grounded in modern complex systems theory, reflecting the intense complexity of modern software development. Appelo's Management 3.0 model recognizes that today's organizations are living, networked systems; and that management is primarily about people and relationships. Management 3.0 doesn't offer mere checklists or prescriptions to follow slavishly; rather, it deepens your understanding of how organizations and Agile teams work and gives you tools to solve your own problems. Drawing on his extensive experience as an Agile manager, the author identifies the most important practices of Agile management and helps you improve each of them. Coverage includes . Getting beyond "Management 1.0" control and "Management 2.0" fads . Understanding how complexity affects your organization . Keeping your people active, creative, innovative, and motivated . Giving teams the care and authority they need to grow on their own . Defining boundaries so teams can succeed in alignment with business goals . Sowing the seeds for a culture of software craftsmanship . Crafting an organizational network that promotes success . Implementing continuous improvement that actually works Thoroughly pragmatic-and never trendy-Jurgen Appelo's Management 3.0 helps you bring greater agility to any software organization, team, or project. Backcover In many organizations, management is the biggest obstacle to successful Agile development. Unfortunately, reliable guidance on Agile management has been scarce indeed. Now, leading Agile manager Jurgen Appelo fills that gap, introducing a realistic approach to leading, managing, and growing your Agile team or organization. Writing for current managers and developers moving into management, Appelo shares insights that are grounded in modern complex systems theory, reflecting the intense complexity of modern software development. Appelo's Management 3.0 model recognizes that today's organizations are living, networked systems; and that management is primarily about people and relationships. Management 3.0 doesn't offer mere checklists or prescriptions to follow slavishly; rather, it deepens your understanding of how organizations and Agile teams work and gives you tools to solve your own problems. Drawing on his extensive experience as an Agile manager, the author identifies the most important practices of Agile management and helps you improve each of them. Coverage includes . Getting beyond "Management 1.0" control and "Management 2.0" fads . Understanding how complexity affects your organization . Keeping your people active, creative, innovative, and motivated . Giving teams the care and authority they need to grow on their own . Defining boundaries so teams can succeed in alignment with business goals . Sowing the seeds for a culture of software craftsmanship . Crafting an organizational network that promotes success . Implementing continuous improvement that actually works Thoroughly pragmatic-and never trendy-Jurgen Appelo's Management 3.0 helps you bring greater agility to any software organization, team, or project. Forewords xix Acknowledgments xxv About the Author xxvii Preface xxix 1 Why Things Are Not That Simple 1 Causality 2 Complexity 3 Our Linear Minds 5 Reductionism 7 Holism 8 Hierarchical Management 9 Agile Management 11 My Theory of Everything 12 The Book and the Model 13 Summary 14 Reflection and Action 14 2 Agile Software Development 17 Prelude to Agile 17 The Book of Agile 19 The Fundamentals of Agile 22 The Competition of Agile 24 The Obstacle to Agile 28 Line Management versus Project Management 28 Summary 30 Reflection and Action 31 3 Complex Systems Theory 33 Cross-Functional Science 34 General Systems Theory 35 Cybernetics 36 Dynamical Systems Theory 37 Game Theory 37 Evolutionary Theory 38 Chaos Theory 38 The Body of Knowledge of Systems 39 Simplicity: A New Model 41 Revisiting Simplification 44 Nonadaptive versus Adaptive 45 Are We Abusing Science? 46 A New Era: Complexity Thinking 48 Summary 50 Reflection and Action 50 4 The Information-Innovation System 51 Innovation Is the Key to Survival 52 Knowledge 54 Creativity 56 Motivation 58 Diversity 60 Personality 62 Only People Are Qualified for Control 64 From Ideas to Implementation 65 Summary 66 Reflection and Action 67 5 How to Energize People 69 Creative Phases 69 Manage a Creative Environment 72 Creative Techniques 74 Extrinsic Motivation 75 Intrinsic Motivation 78 Demotivation 79 Ten Desires of Team Members 80 What Motivates People: Find the Balance 83 Make Your Rewards Intrinsic 86 Diversity? You Mean Connectivity! 87 Personality Assessments 89 Four Steps toward Team Personality Assessment 90 Do-It-Yourself Team Values 92 Define Your Personal Values 94 The No Door Policy 95 Summary 97 Reflection and Action 97 6 The Basics of Self-Organization 99 Self-Organization within a Context 99 Self-Organization toward Value 101 Self-Organization versus Anarchy 102 Self-Organization versus Emergence 104 Emergence in Teams 106 Self-Organization versus Self-Direction versus Self-Selection 107 Darkness Principle 108 Conant-Ashby Theorem 110 Distributed Control 111 Empowerment as a Concept 112 Empowerment as a Necessity 113 You Are (Like) a Gardener 115 Summary 117 Reflection and Action 118 7 How to Empower Teams 119 Don't Create Motivational Debt 119 Wear a Wizard's Hat 121 Pick a Wizard, Not a Politician 122 Empowerment versus Delegation 123 Reduce Your Fear, Increase Your Status 124 Choose the Right Maturity Level 125 Pick the Right Authority Level 127 Assign Teams or Individuals 131 The Delegation Checklist 132 If You Want Something Done, Practice Your Patience 133 Resist Your Manager's Resistance 134 Address People's Ten Intrinsic Desires 136 Gently Massage the Environment 136 Trust 138 Respect 141 Summary 144 Reflection and Action 144 8 Leading and Ruling on Purpose 147 Game of Life 147 Universality Classes 149 False Metaphor 150 You're Not a Game Designer 151 But.Self-Organization Is Not Enough 152 Manage the System, Not the People 154 Managers or Leaders? 156 Right Distinction: Leadership versus Governance 156 Meaning of Life 158 Purpose of a Team 160 Assigning an Extrinsic Purpose 163 Summary 164 Reflection and Action 165 9 How to Align Constraints 167 Give People a Shared Goal 167 Checklist for Agile Goals 170 Communicate Your Goal 172 Vision versus Mission 174 Examples of Organizational Goals 176 Allow Your Team an Autonomous Goal 177 Compromise on Your Goal and Your Team's Goal 178 Create a Boundary List of Authority 179 Choose the Proper Management Angle 180 Protect People 181 Protect Shared Resources 183 Constrain Quality 185 Create a Social Contract 186 Summary 188 Reflection and Action 188 10 The Craft of Rulemaking 191 Learning Systems 191 Rules versus Constraints 193 The Agile Blind Spot 196 What's Important: Craftsmanship 198 Positive Feedback Loops 200 Negative Feedback Loops 201 Discipline * Skill = Competence 204 Diversity of Rules 206 Subsidiarity Principle 208 Risk Perception and False Security 209 Memetics 211 Broken Windows 215 Summary 216 Reflection and Action&nbsIn many organizations, management is the biggest obstacle to successful Agile development. Unfortunately, reliable guidance on Agile management has been scarce indeed. Now, leading Agile manager Jurgen Appelo fills that gap, introducing a realistic approach to leading, managing, and growing your Agile team or organization.Writing for current managers and developers moving into management, Appelo shares insights that are grounded in modern complex systems theory, reflecting the intense complexity of modern software development. Appelo's Management 3.0 model recognizes that today's organizations are living, networked systems; and that management is primarily about people and relationships. Management 3.0 doesn't offer mere checklists or prescriptions to follow slavishly; rather, it deepens your understanding of how organizations and Agile teams work and gives you tools to solve your own problems. Drawing on his extensive experience as an Agile manager, the author identifies the most important practices of Agile management and helps you improve each of them.Coverage includes- Getting beyond "Management 1.0" control and "Management 2.0" fads- Understanding how complexity affects your organization- Keeping your people active, creative, innovative, and motivated- Giving teams the care and authority they need to grow on their own- Defining boundaries so teams can succeed in alignment with business goals- Sowing the seeds for a culture of software craftsmanship- Crafting an organizational network that promotes success- Implementing continuous improvement that actually worksThoroughly pragmatic-and never trendy-Jurgen Appelo's Management 3.0 helps you bring greater agility to any software organization, team, or project.
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    • Price: 31.99 EUR excl. shipping
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    Budgeting and Management of Operations
    Budgeting and Management of Operations - The Triple Constrain in Project Management (The Project Scope Cost & Schedule): The Case of Water Sanitation and Hygiene Development Project. 1. Auflage: ab 16.99 €
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    The Curse of Cash
    The Curse of Cash - How Large-Denomination Bills Aid Crime and Tax Evasion and Constrain Monetary Policy: ab 17.99 €
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    • Price: 17.99 EUR excl. shipping

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