Unknown to many, unintelligible to some, Richard McKeon (1900-1985) is considered by those familiar with his work to be among the most important of all twentieth-century philosophers. In a career that spanned seven decades, McKeon published eleven books and more than 150 articles, inspired and intimidated generations of students (among them Richard Rorty, Wayne Booth, and Paul Goodman), and received most of the honors available to an American philosopher. As a teacher and administrator at the University of Chicago, he was instrumental in founding its general education program and initiating the first interdisciplinary program in the humanities. His achievements outside the university included a major part in developing the first cultural and philosophical projects of UNESCO. Fearsome in the classroom, he is renowned for his scholarly brilliance; the problems he thought important, however, did not occupy his colleagues' attention. Ironically, they are now the very issues that present-day philosophers grapple with, namely pluralism, the relationship of philosophy to the history of philosophy, rhetoric and philosophy, the diversity of culture, and the problems of communication and community. Pluralism in Theory and Practice not only brings McKeon to the attention of contemporary philosophers and students; it also puts his theories into practice. Some of the essays explicate aspects of McKeon's thought or situate him in the context of American intellectual and practical engagement. Others take the concerns he raised as starting points for inquiries into urgent contemporary problems, or, in some cases, for reexamining McKeon's work as fertile ground for shaping the direction of new investigation.

Who is McLaren's greatest nemesis? What disappoints Ocado about their competitors? What wakes Google up at 4am? Why does Wimbledon sweat the small stuff? Wild Thinking will provide readers with the confidence to run their business differently, through unique access to thinking from the most original organizations in business today. The most successful businesses in the world are singular in their goals, yet they express them in many different and creative ways, allowing them to own a space that's distinctly theirs. This book provides access to previously untold stories of how brand leaders at some of the most interesting global businesses solve their biggest challenges. Including interviews with Google, Ocado, McLaren, Comic Relief, V&A, National Trust, Dropbox and more, each chapter of Wild Thinking explores a different question about life and work, ending with a single-minded point of view to help you consider your business from a new perspective. It's hard to keep up and stand out in constantly growing and changing markets. To succeed you need absolute clarity about what your brand and business offers; it's time to break the rules.

Who is McLaren's greatest nemesis?

What disappoints Ocado about their competitors?

What wakes the Google brand up at 4am?

Why does Wimbledon sweat the small stuff?

Wild Thinking will provide readers with the confidence to run their business differently, through unique access to thinking from the most original organizations in business today.

The most successful businesses in the world are singular in their goals, yet they express them in many different and creative ways, allowing them to own a space that's distinctly theirs. This book provides access to previously untold stories of how brand leaders at some of the most interesting global businesses solve their biggest challenges.

Including interviews with Google, Ocado, McLaren, Comic Relief, V&A, National Trust, Dropbox and more, each chapter of Wild Thinking explores a different question about life and work, ending with a single-minded point of view to help you consider your business from a new perspective.

It's hard to keep up and stand out in constantly growing and changing markets. To succeed you need absolute clarity about what your brand and business offers; it's time to break the rules.

"Discovering Design" reflects the growing recognition that the design of the everyday world deserves attention not only as a professional practice but as a subject of social, cultural, and philosophic investigation. Victor Margolin, cofounder and an editor of the journal "Design Issues," and Richard Buchanan, also an editor of the journal, bring together eleven essays by scholars in fields ranging from psychology, sociology, and political theory to technology studies, rhetoric, and philosophy. The essayists share the editors' concern, first made clear in Margolin's "Design Discourse: History, Theory, Criticism," with the the development of design studies as a field of interdisciplinary research.
The contributors (Gianfranco Zaccai, Albert Borgmann, Richard Buchanan, Augusto Morello, Tufan Orel, Nigel Cross, Victor Margolin, Langdon Winner, Carl Mitcham, Tony Fry, and Ezio Manzini) focus on three broad themes that form a sequence of fundamental issues: how to shape design as a subject matter, how to distinguish the activity of designing in the complex world of action, and how to address the basic questions of value and responsibility that persistently arise in the discussion and practice of design. The editors' introduction provides a useful overview of these questions and offers a multidisciplinary framework for design studies. The essays discuss such topics as the relation of aesthetics to technology, the place of design in social action, the role of the consumer in design decisions, and the need for ethical practice in contemporary design. Manzini's concluding essay shows how the issue of ethics should connect responsible behavior to decisions made every day in the manufacture of objects.

Who is the enemy? The enemy is us! Every organisation is filled with people- owners, managers, workers-who worry about the 'enemies' that could bring about the end of their employment.They anxiously focus on other employers, the government, regulators and countless others, yet despite popular belief, these are not the biggest threats faced by employers. When Customers Think We Don't Care rewrites everything you thought you knew about marketing and customer service. In its markedly different approach, this book shows you how the demise of every for-profit, not-for-profit and government department that has failed, or ever will fail, is caused not by outsiders, but by their own people who drive away the customers who would otherwise support them. Fortunately, these same people can prevent this from happening. When Customers Think We Don't Care provides a step-by-step approach to avoiding such self-destruction by every organisation's 'enemy within'. Learn how to keep customers, for your employees' welfare- and yours!