Speaking Management: How to Spot Language Traps and Resolve Contested Management Terms

Preface
Acknowledgements
Contents
List of Figures
List of Tables
Chapter 1: Introduction
Part I: Confusion in Language Usage
	Chapter 2: The Ten Linguistic Traps
		References
	Chapter 3: Key Difficulties of Language Usage
		3.1 Dichotomies
		3.2 The Whole or the Sum of Parts – The Missing Couplings
		3.3 Language Development
		3.4 Classification Systems
		3.5 Rushing Past Definition
		References
	Chapter 4: Defining Key Initial Terms
		4.1 Summary of Derived Definitions
		4.2 Concept
		4.3 Definition
		4.4 Essence
		4.5 Meaning
		4.6 Normative
		4.7 Purpose
		4.8 Soul
		References
	Chapter 5: Defining Meaning and Truth
		5.1 Define ‘Meaning’
		5.2 Essentialism
		5.3 Existentialism
		5.4 Defining True and Truth
		5.5 Relativism
		5.6 Nominalism
		5.7 Nihilism
		5.8 Observation
		References
	Chapter 6: Philosophical Examination of the Ten Linguistic Traps/Issues
		6.1 Issue 1 Fact v Opinion (Attitudes)
		6.2 Issue 2 Meaning v Representation
		6.3 Issue 3 Word v Phrase Meanings
		6.4 Issue 4 Dogma v Human Framework
		6.5 Issue 5 Secular Essence v Ethereal Essence (Beliefs)
		6.6 Issue 6 Intension v Extension
		6.7 Issue 7 Objects v Concepts
		6.8 Issue 8 Detail v Overview
		6.9 Issue 9 Process v Content
		6.10 Issue 10 Set v Sub-Set
		6.11 Consequent Philosophical Problems
		References
	Chapter 7: Resolution of Consequent Philosophical Problems
		7.1 Wittgenstein’s Family Resemblance Concept
		7.2 Popper v Wittgenstein
		7.3 Popper’s Philosophy
			7.3.1 Diarrhesis Versus Definition
			7.3.2 Empiricism v Rationalism
			7.3.3 Nominalism Versus Essentialism
			7.3.4 Overall Evaluation
		7.4 Derrida’s Philosophy
			7.4.1 Impact of the Mangle on Derrida’s Philosophy
		7.5 Summary Evaluation of All Considered Philosophers’ Positions
		7.6 Observations on Philosopher Positions
		7.7 The Trend Away from Definitions
		References
	Chapter 8: Development of a Theory of Meaning for Conceptual Terms
		8.1 Clarity over Ambiguity
		8.2 Qualia
		8.3 Mathematics and the Definition of Conceptual Terms – Omitted Variables (OVB), Autoregression and Endogeneity
		8.4 Generic Applicability
		8.5 Definitional Position
		8.6 Application
		8.7 Features of the Mangle
		References
	Chapter 9: Implications of This Theory
		9.1 The Converse of Diarrhesis
		9.2 The Problem of Universals
		9.3 Essentially Contested Concepts
		9.4 The Relationship Between Language and Mathematics
		9.5 Support for the Mangle
		9.6 Observations on the Axioms and Rules
		9.7 Robustness of the Language Tool
		References
Part II: Resolving Terminology Confusion in Management and Project Management
	Chapter 10: Governance
		10.1 The Definitional Method
			10.1.1 Group Rules Pre-definition
			10.1.2 Steps to Determine a Connotative (Intensional) Conventional Definition of Each Term
			10.1.3 Group Rules Post-definition
		10.2 Application of the Method
			10.2.1 Key Definitional Issues
			10.2.2 Summary of Definitions
			10.2.3 Framework for Governing an Organisational Entity
		10.3 Observations and Conclusions
		References
	Chapter 11: Power Defined (Part 1): Power and Its Exercise
		11.1 Introduction
		11.2 Definitional Confusion Regarding Power Terminology
		11.3 Is Power Really an Essentially Contested Concept?
		11.4 Why Is Definition of the Word Power Important?
		11.5 The Ontology of Definition
		11.6 Approach
		11.7 Method
		11.8 Group Rules Post Definition
		11.9 Group Rules Pre Definition
		11.10 Define ‘Authority’
		11.11 Define ‘Legitimate’ and ‘Legitimacy’
		11.12 Define ‘Power’
		11.13 Define ‘Influence’
		11.14 Summary of Definitions
		11.15 Analysis and Conclusion
		Appendix
		References
	Chapter 12: Power Defined (Part 2): Enablers, Mechanisms, Tools and Channels of Power
		12.1 Introduction
		12.2 Define ‘Direct’
		12.3 Define ‘Control’
		12.4 Define ‘Regulate’
		12.5 Define ‘Regulation’
		12.6 Group Rules Post Definition
		12.7 Summary of Definitions
		12.8 Building the Machinery of Power
		12.9 Testing the Machinery of Power
			12.9.1 Government
				12.9.1.1 Political Parties
				12.9.1.2 Advocacy
				12.9.1.3 Political Party Leadership
				12.9.1.4 Government Ministers and Department Heads
			12.9.2 General Management
				12.9.2.1 Private and Public Companies
				12.9.2.2 Company Chair and CEO
			12.9.3 Project Management
		12.10 Driving the Machinery of Power
		12.11 Analysis and Conclusion
		Appendix
		References
	Chapter 13: Ethics, Morality, Values, Principles and Beliefs
		13.1 Introduction
		13.2 Literature Review of Ethics and Definitional Confusion
		13.3 Approach
		13.4 Method
		13.5 Group Rules Pre-definition
		13.6 Define Principles
		13.7 Define Values
		13.8 Define Ethics
		13.9 Define Beliefs
		13.10 Define Morals
		13.11 Group Rules Post Definition
		13.12 Summary of Definitions
		13.13 Observations on the Refining Method and Its Application
			13.13.1 On the Refining Method
			13.13.2 On the Application of the Refining Method
			13.13.3 Implications
		13.14 Conclusions
		Appendix
		References
	Chapter 14: Who Are ‘Good’ Morals/Ethics Good for?
		14.1 Introduction
		14.2 Ethics Chapter Definitions
		14.3 Literature Review
			14.3.1 Collaboration Models
			14.3.2 Interaction Models
			14.3.3 Communications Models
		14.4 Approach
			14.4.1 Definitional Space
			14.4.2 Group Allegiances
			14.4.3 Individual Communication Process
		14.5 Method
		14.6 The Ethical Models
			14.6.1 Ethical Cycle – A Map of Terminology
			14.6.2 Ethical Eye – A Map of Allegiances
			14.6.3 Communication Process
		14.7 Observations
			14.7.1 User Requirements
			14.7.2 Adherence to Principles
			14.7.3 Universal Morality
			14.7.4 Standard of Proof
			14.7.5 Normativity and Religion
			14.7.6 Religious Texts
			14.7.7 Reification
			14.7.8 Proscriptive Rules
			14.7.9 Truth in Language
			14.7.10 Happiness Versus Reality
		14.8 Implications for Ethical Schools of Thought
		14.9 Conclusions
		References
	Chapter 15: Leadership and Strategic Management
		15.1 Introduction
		15.2 Definitional Confusion Regarding Leadership, Strategy and Management Terminology
			15.2.1 Strategy
			15.2.2 Leadership and Management
			15.2.3 Strategic Management
		15.3 Approach
		15.4 Method
		15.5 Group Rules Pre-definition
			15.5.1 Group Pre-definition Rule 1 – Select the Group of Terms to Be Defined
			15.5.2 Group Pre-definition Rule 2 – Determine the Order of Definition
			15.5.3 Group Pre-definition Rule 3 – Definitional Terms Requiring Prior Definition
		15.6 Define ‘Leadership’
		15.7 Define ‘Strategy’
		15.8 Define ‘Management’
		15.9 Define ‘Strategic Management’
		15.10 Group Rules Post Definition
		15.11 Summary of Definitions
		15.12 Observations and Refinements on the Method and Its Application
			15.12.1 On the Method
			15.12.2 On the Application of the Method
			15.12.3 Implications
		15.13 Conclusions
		Appendix
		References
	Chapter 16: Accountability and Responsibility
		16.1 Application of the Definitional Refining Method
		16.2 Practitioner Usage Issues/Considerations
		16.3 Summary of Definitions
		16.4 Implications of these Definitions
		16.5 Sources of Liability/Accountability
		16.6 Responsibility Assignment Matrices (RAMs) and Position Descriptions (PDs)
		16.7 A RAM Is a Responsibility, Not an Accountability Assignment Matrix
		16.8 RAM Coding Conventions and Task Specification
		16.9 Blurring of Boundaries
		16.10 Observations and Conclusions
		References
	Chapter 17: Stakeholders
		17.1 Application of the Definitional Refining Method
		17.2 Key Definitional Considerations
		17.3 Summary of Definitions
			17.3.1 Impact on and Relationship with Previous Stakeholder Categorisations
		17.4 The Stakeholder Locus of Interest
		17.5 New Stakeholder Category Definitions
		17.6 Interpretation and Relationship to Previous Classifications
		17.7 Primary, Secondary & Tertiary Stakeholders
		17.8 Stakeholder Theory – A Company or an Activity Base?
		17.9 What Type of Stakeholders Are Customers?
		17.10 Rationale for Customer Labelling
		17.11 Customer Terminology
		17.12 Veracity Check
		17.13 Summary of all Definitions
		17.14 Observations
		17.15 Conclusions
		References
Part III: How to Speak Management and Know What We Are All Talking About
	Chapter 18: How to Speak Management
		18.1 Context
		18.2 Re-ordering of Rule Numbers
		18.3 Accountability and Responsibility
		18.4 Governance
		18.5 Power
		18.6 Stakeholders and Customers
		18.7 Leadership
		18.8 Ethics
		18.9 Meaning, Soul, Essence and Truth
		18.10 Avoiding the Disaster Cycle
		References
	Chapter 19: Observations and Conclusions
		19.1 Observations
		19.2 Conclusion
		Reference
Appendix – Lexicon of Contested and Associated Terms
References