Anthony Brueckner
- Published in print:
- 2010
- Published Online:
- January 2011
- ISBN:
- 9780199585861
- eISBN:
- 9780191595332
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199585861.003.0020
- Subject:
- Philosophy, Philosophy of Mind, Metaphysics/Epistemology
This chapter presents a rejoinder to McKinsey's response to Chapter 18.
This chapter presents a rejoinder to McKinsey's response to Chapter 18.
Anthony Brueckner
- Published in print:
- 2010
- Published Online:
- January 2011
- ISBN:
- 9780199585861
- eISBN:
- 9780191595332
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199585861.003.0021
- Subject:
- Philosophy, Philosophy of Mind, Metaphysics/Epistemology
This chapter discusses in great detail Bill Brewer's take on the McKinsey problem.
This chapter discusses in great detail Bill Brewer's take on the McKinsey problem.
Anthony Brueckner
- Published in print:
- 2010
- Published Online:
- January 2011
- ISBN:
- 9780199585861
- eISBN:
- 9780191595332
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199585861.003.0024
- Subject:
- Philosophy, Philosophy of Mind, Metaphysics/Epistemology
This chapter raises some new points that seem to strengthen the McKinsey Problem. These are eventually defused.
This chapter raises some new points that seem to strengthen the McKinsey Problem. These are eventually defused.
Joseph Mendola
- Published in print:
- 2008
- Published Online:
- January 2009
- ISBN:
- 9780199534999
- eISBN:
- 9780191715969
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199534999.003.0008
- Subject:
- Philosophy, Philosophy of Mind, Metaphysics/Epistemology
This chapter develops a symmetry between one simple form of Wittgenstein's private language argument against internalism and standard internalist complaints rooted in explanation and introspection, ...
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This chapter develops a symmetry between one simple form of Wittgenstein's private language argument against internalism and standard internalist complaints rooted in explanation and introspection, for instance arguments of McKinsey and Boghossian. It argues that all of these negative arguments should be answered by internalists and externalists through the same strategy. It also develops a positive account of our introspective access to our thoughts, partly by contrast with Wright's work.Less
This chapter develops a symmetry between one simple form of Wittgenstein's private language argument against internalism and standard internalist complaints rooted in explanation and introspection, for instance arguments of McKinsey and Boghossian. It argues that all of these negative arguments should be answered by internalists and externalists through the same strategy. It also develops a positive account of our introspective access to our thoughts, partly by contrast with Wright's work.
R. M. Sainsbury and Michael Tye
- Published in print:
- 2012
- Published Online:
- May 2012
- ISBN:
- 9780199695317
- eISBN:
- 9780191738531
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199695317.003.0005
- Subject:
- Philosophy, Philosophy of Mind, Philosophy of Language
This chapter addresses the question whether we have infallible knowledge of comparative content (we don’t), whether we have privileged access to our own thoughts (originalism is consistent with an ...
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This chapter addresses the question whether we have infallible knowledge of comparative content (we don’t), whether we have privileged access to our own thoughts (originalism is consistent with an affirmative answer) and how these questions relate to various forms of externalism.Less
This chapter addresses the question whether we have infallible knowledge of comparative content (we don’t), whether we have privileged access to our own thoughts (originalism is consistent with an affirmative answer) and how these questions relate to various forms of externalism.
Adrian Haddock
- Published in print:
- 2010
- Published Online:
- September 2010
- ISBN:
- 9780199586264
- eISBN:
- 9780191723360
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199586264.003.0010
- Subject:
- Philosophy, Metaphysics/Epistemology, General
This chapter argues that the regress of justifications can be satisfactorily avoided by seeing the second-order knowledge of the justification involved in visual knowledge as knowledge of a ...
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This chapter argues that the regress of justifications can be satisfactorily avoided by seeing the second-order knowledge of the justification involved in visual knowledge as knowledge of a transparent fact, which constitutes an entitlement, but not a justification to the belief this second-order knowledge involves. The disjunctive conception of visual experience is employed to shed light on the idea of a transparent fact. This account can seem to be vulnerable to two powerful arguments: first, Williamson's argument against luminosity; and secondly, a version of McKinsey's argument against the idea of non-empirical knowledge of ‘broad’ mental states. It is suggested that the first argument does not affect the present account, and that the second argument can be avoided with the help of a distinction between the entitlements to, and the presuppositions of, the beliefs which knowledge involves. The upshot is an account of the second-order knowledge which visual knowledge involves as non-empirical knowledge, and hence as a species of privileged self-knowledge.Less
This chapter argues that the regress of justifications can be satisfactorily avoided by seeing the second-order knowledge of the justification involved in visual knowledge as knowledge of a transparent fact, which constitutes an entitlement, but not a justification to the belief this second-order knowledge involves. The disjunctive conception of visual experience is employed to shed light on the idea of a transparent fact. This account can seem to be vulnerable to two powerful arguments: first, Williamson's argument against luminosity; and secondly, a version of McKinsey's argument against the idea of non-empirical knowledge of ‘broad’ mental states. It is suggested that the first argument does not affect the present account, and that the second argument can be avoided with the help of a distinction between the entitlements to, and the presuppositions of, the beliefs which knowledge involves. The upshot is an account of the second-order knowledge which visual knowledge involves as non-empirical knowledge, and hence as a species of privileged self-knowledge.
Anthony Brueckner
- Published in print:
- 2010
- Published Online:
- January 2011
- ISBN:
- 9780199585861
- eISBN:
- 9780191595332
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199585861.003.0019
- Subject:
- Philosophy, Philosophy of Mind, Metaphysics/Epistemology
This chapter gives the first reply to McKinsey in the literature, in which it is argued that McKinsey has misunderstood the implications of the doctrine of anti-individualism.
This chapter gives the first reply to McKinsey in the literature, in which it is argued that McKinsey has misunderstood the implications of the doctrine of anti-individualism.
Anthony Brueckner
- Published in print:
- 2010
- Published Online:
- January 2011
- ISBN:
- 9780199585861
- eISBN:
- 9780191595332
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199585861.003.0022
- Subject:
- Philosophy, Philosophy of Mind, Metaphysics/Epistemology
This chapter examines Crispin Wright's take on the McKinsey problem.
This chapter examines Crispin Wright's take on the McKinsey problem.
Anthony Brueckner
- Published in print:
- 2010
- Published Online:
- January 2011
- ISBN:
- 9780199585861
- eISBN:
- 9780191595332
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199585861.003.0023
- Subject:
- Philosophy, Philosophy of Mind, Metaphysics/Epistemology
This chapter contains the author's half of a point-counterpoint exchange with McKinsey in Blackwell's Contemporary Debates in Philosophy of Mind.
This chapter contains the author's half of a point-counterpoint exchange with McKinsey in Blackwell's Contemporary Debates in Philosophy of Mind.
Brian P. McLaughlin and Michael Tye
- Published in print:
- 2000
- Published Online:
- November 2003
- ISBN:
- 9780199241408
- eISBN:
- 9780191598692
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0199241406.003.0011
- Subject:
- Philosophy, Philosophy of Mind
The paper defends the view that privileged access to our thoughts is compatible with content externalism against the charge, levelled by Michael McKinsey, Jessica Brown, and Paul Boghossian, that the ...
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The paper defends the view that privileged access to our thoughts is compatible with content externalism against the charge, levelled by Michael McKinsey, Jessica Brown, and Paul Boghossian, that the combination of privileged access to thoughts and content externalism leads to absurd consequences about what can be known about the environment independently of empirical investigation.Less
The paper defends the view that privileged access to our thoughts is compatible with content externalism against the charge, levelled by Michael McKinsey, Jessica Brown, and Paul Boghossian, that the combination of privileged access to thoughts and content externalism leads to absurd consequences about what can be known about the environment independently of empirical investigation.
Crispin Wright
- Published in print:
- 2011
- Published Online:
- May 2011
- ISBN:
- 9780199590728
- eISBN:
- 9780191725456
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199590728.003.0005
- Subject:
- Philosophy, Philosophy of Mind
The so‐called McKinsey paradox consists in the apparently valid derivation of apparently non‐apriori knowable propositions about the satisfaction of certain putative external conditions on content ...
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The so‐called McKinsey paradox consists in the apparently valid derivation of apparently non‐apriori knowable propositions about the satisfaction of certain putative external conditions on content from apparently a priori knowable premises. This chapter returns to the suggestion that the correct diagnosis of this paradox discloses a failure broadly comparable to what goes wrong in Moore's notorious “Proof’ of an external world. The chapter offers a further exploration of the relevant notion of warrant transmission failure, then turns to sustain the proposed diagnosis of McKinsey in those terms, albeit with some qualifications.Less
The so‐called McKinsey paradox consists in the apparently valid derivation of apparently non‐apriori knowable propositions about the satisfaction of certain putative external conditions on content from apparently a priori knowable premises. This chapter returns to the suggestion that the correct diagnosis of this paradox discloses a failure broadly comparable to what goes wrong in Moore's notorious “Proof’ of an external world. The chapter offers a further exploration of the relevant notion of warrant transmission failure, then turns to sustain the proposed diagnosis of McKinsey in those terms, albeit with some qualifications.
Alex Byrne
- Published in print:
- 2011
- Published Online:
- May 2011
- ISBN:
- 9780199590728
- eISBN:
- 9780191725456
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199590728.003.0006
- Subject:
- Philosophy, Philosophy of Mind
We often know that we are thinking, and what we are thinking about. That is a platitude, yet it is obscure how we know these things. The chapter defends the suggestion that one can know that one is ...
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We often know that we are thinking, and what we are thinking about. That is a platitude, yet it is obscure how we know these things. The chapter defends the suggestion that one can know that one is thinking about x by “hearing” oneself speak about x in inner speech.Less
We often know that we are thinking, and what we are thinking about. That is a platitude, yet it is obscure how we know these things. The chapter defends the suggestion that one can know that one is thinking about x by “hearing” oneself speak about x in inner speech.
Leora Weitzman
- Published in print:
- 2010
- Published Online:
- August 2013
- ISBN:
- 9780262014083
- eISBN:
- 9780262265782
- Item type:
- chapter
- Publisher:
- The MIT Press
- DOI:
- 10.7551/mitpress/9780262014083.003.0012
- Subject:
- Philosophy, Metaphysics/Epistemology
This chapter discusses anti-individualism—which often depicts the individual as a physical creature bounded by its skin—and how it runs contrary to the Cartesian view of the mind—which states that it ...
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This chapter discusses anti-individualism—which often depicts the individual as a physical creature bounded by its skin—and how it runs contrary to the Cartesian view of the mind—which states that it is coherent to doubt whether any of one’s thoughts correspond to external objects. Anti-individualism contends that this is a conceptual truth; without objects external to an individual, that individual’s purported thoughts would have no content at all. A well-known argument presented by McKinsey holds out the possibility of proving to skeptics that there are physical things. Two things have been missing from this argument, however, and they shall be outlined here. First is a thorough assessment of the extent to which the anti-individualism it relies on can be made compelling for the skeptic. Second is the application of a lesson that can be drawn from Wittgenstein to the Cartesian self-knowledge which is the other main component of the argument.Less
This chapter discusses anti-individualism—which often depicts the individual as a physical creature bounded by its skin—and how it runs contrary to the Cartesian view of the mind—which states that it is coherent to doubt whether any of one’s thoughts correspond to external objects. Anti-individualism contends that this is a conceptual truth; without objects external to an individual, that individual’s purported thoughts would have no content at all. A well-known argument presented by McKinsey holds out the possibility of proving to skeptics that there are physical things. Two things have been missing from this argument, however, and they shall be outlined here. First is a thorough assessment of the extent to which the anti-individualism it relies on can be made compelling for the skeptic. Second is the application of a lesson that can be drawn from Wittgenstein to the Cartesian self-knowledge which is the other main component of the argument.
Martin Neil Baily and Eric Zitzewitz (eds)
- Published in print:
- 2001
- Published Online:
- February 2013
- ISBN:
- 9780226360621
- eISBN:
- 9780226360645
- Item type:
- chapter
- Publisher:
- University of Chicago Press
- DOI:
- 10.7208/chicago/9780226360645.003.0010
- Subject:
- Economics and Finance, Econometrics
Starting with an international comparison of service sector productivity published in 1992, a series of projects have been initiated by the McKinsey Global Institute and carried out in collaboration ...
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Starting with an international comparison of service sector productivity published in 1992, a series of projects have been initiated by the McKinsey Global Institute and carried out in collaboration with McKinsey & Company offices worldwide and a number of academic economists. Although the emphasis of these projects has been to measure and explain productivity by industry by country for a range of service sector and goods-producing industries, another important concern has been with employment creation and the extent to which productivity increases will cause or alleviate unemployment. This chapter asks whether the results of these international comparisons cast any light on the problem of service sector output measurement. It presents case studies of five service industries: retail banking, public transport, telecom, retailing, and airlines. It describes the measurement of output and the main explanations for the resulting cross-country productivity differences. A commentary is also included at the end of the chapter.Less
Starting with an international comparison of service sector productivity published in 1992, a series of projects have been initiated by the McKinsey Global Institute and carried out in collaboration with McKinsey & Company offices worldwide and a number of academic economists. Although the emphasis of these projects has been to measure and explain productivity by industry by country for a range of service sector and goods-producing industries, another important concern has been with employment creation and the extent to which productivity increases will cause or alleviate unemployment. This chapter asks whether the results of these international comparisons cast any light on the problem of service sector output measurement. It presents case studies of five service industries: retail banking, public transport, telecom, retailing, and airlines. It describes the measurement of output and the main explanations for the resulting cross-country productivity differences. A commentary is also included at the end of the chapter.
Richard Whittington
- Published in print:
- 2019
- Published Online:
- April 2019
- ISBN:
- 9780198738893
- eISBN:
- 9780191802072
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780198738893.003.0004
- Subject:
- Business and Management, Strategy
This chapter examines strategy consultants as a major part of the Strategy profession. It examines their growth since the middle of the last century, and particularly the development of leading firms ...
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This chapter examines strategy consultants as a major part of the Strategy profession. It examines their growth since the middle of the last century, and particularly the development of leading firms such as Bain & Co., the Boston Consulting Group, and McKinsey & Co. It demonstrates the structurally precarious and permeable predicament of strategy consulting firms, with many entries and exits. The challenging economics of strategy consulting are examined, with the problems of cyclical demand, low entry barriers, weak financial structures, and short pipeline highlighted. The chapter identifies three ways strategy consulting firms have managed their predicaments: cultivating professionalism, building relationships, and investing in knowledge. The chapter also examines the nature of strategy consulting work, particularly its combination of high demands and intellectual stimulus.Less
This chapter examines strategy consultants as a major part of the Strategy profession. It examines their growth since the middle of the last century, and particularly the development of leading firms such as Bain & Co., the Boston Consulting Group, and McKinsey & Co. It demonstrates the structurally precarious and permeable predicament of strategy consulting firms, with many entries and exits. The challenging economics of strategy consulting are examined, with the problems of cyclical demand, low entry barriers, weak financial structures, and short pipeline highlighted. The chapter identifies three ways strategy consulting firms have managed their predicaments: cultivating professionalism, building relationships, and investing in knowledge. The chapter also examines the nature of strategy consulting work, particularly its combination of high demands and intellectual stimulus.
Richard Whittington
- Published in print:
- 2019
- Published Online:
- April 2019
- ISBN:
- 9780198738893
- eISBN:
- 9780191802072
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780198738893.003.0005
- Subject:
- Business and Management, Strategy
This chapter examines the development of strategic planning practices from around 1960. Strategic planning advanced on the prior practice of long-range planning by emphasizing choice, competition, ...
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This chapter examines the development of strategic planning practices from around 1960. Strategic planning advanced on the prior practice of long-range planning by emphasizing choice, competition, and control. It also made an initial step towards more open forms of strategizing by widening the discourse of strategy among managerial elites. Strategic planning’s rise was supported by three exogenous forces: growing organizational complexity, a culture of rationality, and new analytical technologies. Nevertheless, strategic planning’s development still took two kinds of arduous and fallible institutional work: ‘rule-making’ and ‘resource-organizing’. Under the first, corporate strategists, such as Shell’s Pierre Wack, created and disseminated techniques, such as scenario analysis, while consultants, such as BCG and McKinsey, promoted portfolio analysis. Under the second, entrepreneurs, such as Bruce Henderson, had to create new consulting organizations, such as BCG, and corporate strategists, such as Jack McKitterick at General Electric, built the first corporate strategy units.Less
This chapter examines the development of strategic planning practices from around 1960. Strategic planning advanced on the prior practice of long-range planning by emphasizing choice, competition, and control. It also made an initial step towards more open forms of strategizing by widening the discourse of strategy among managerial elites. Strategic planning’s rise was supported by three exogenous forces: growing organizational complexity, a culture of rationality, and new analytical technologies. Nevertheless, strategic planning’s development still took two kinds of arduous and fallible institutional work: ‘rule-making’ and ‘resource-organizing’. Under the first, corporate strategists, such as Shell’s Pierre Wack, created and disseminated techniques, such as scenario analysis, while consultants, such as BCG and McKinsey, promoted portfolio analysis. Under the second, entrepreneurs, such as Bruce Henderson, had to create new consulting organizations, such as BCG, and corporate strategists, such as Jack McKitterick at General Electric, built the first corporate strategy units.
Richard Whittington
- Published in print:
- 2019
- Published Online:
- April 2019
- ISBN:
- 9780198738893
- eISBN:
- 9780191802072
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780198738893.003.0006
- Subject:
- Business and Management, Strategy
This chapter examines the development of strategic management practices from the late 1970s. Strategic management advanced on the prior practices of strategic planning by emphasizing change and ...
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This chapter examines the development of strategic management practices from the late 1970s. Strategic management advanced on the prior practices of strategic planning by emphasizing change and implementation. It also opened up the strategy process by decentralizing responsibilities and including employees in implementation. Strategic management’s rise was supported by three exogenous forces: growing pressure on big organizations to change, a new managerial culture of responsibility and learning, and new communication and participation technologies. Nevertheless, strategic planning’s development still took two kinds of arduous and fallible institutional work: ‘rule-making’ and ‘resource-organizing’. Under the first, Shell for example developed a version of strategic management as involving managerial conversation and learning, while McKinsey promoted strategic management as involving decentralization. Under the second, new consulting firms such as Gemini were created and large corporate investments in management training were made, as at General Electric’s Crotonville facility.Less
This chapter examines the development of strategic management practices from the late 1970s. Strategic management advanced on the prior practices of strategic planning by emphasizing change and implementation. It also opened up the strategy process by decentralizing responsibilities and including employees in implementation. Strategic management’s rise was supported by three exogenous forces: growing pressure on big organizations to change, a new managerial culture of responsibility and learning, and new communication and participation technologies. Nevertheless, strategic planning’s development still took two kinds of arduous and fallible institutional work: ‘rule-making’ and ‘resource-organizing’. Under the first, Shell for example developed a version of strategic management as involving managerial conversation and learning, while McKinsey promoted strategic management as involving decentralization. Under the second, new consulting firms such as Gemini were created and large corporate investments in management training were made, as at General Electric’s Crotonville facility.
Howard Cox and Simon Mowatt
- Published in print:
- 2014
- Published Online:
- April 2014
- ISBN:
- 9780199601639
- eISBN:
- 9780191756306
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199601639.003.0006
- Subject:
- Business and Management, Business History
This chapter focuses on the corporate development of IPC as Britain’s dominant producer of consumer magazines from its formation in 1963 up until the end of the 1970s. The chapter considers the ...
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This chapter focuses on the corporate development of IPC as Britain’s dominant producer of consumer magazines from its formation in 1963 up until the end of the 1970s. The chapter considers the difficulties the company experienced in trying to exploit the competitive advantages that were expected to accrue from its ownership of practically all the leading mass-circulation weekly consumer magazines in the UK, utilizing the benefits of vertical integration and large-scale production. It examines the structural reorganization that was implemented at IPC following a report by McKinsey management consultants and the later corporate restructuring that created the Reed International holding company. Intransient issues of industrial relations in printing are discussed in detail, in particular the attempts to move from the dominant letterpress technology towards the more versatile system of offset-litho printing.Less
This chapter focuses on the corporate development of IPC as Britain’s dominant producer of consumer magazines from its formation in 1963 up until the end of the 1970s. The chapter considers the difficulties the company experienced in trying to exploit the competitive advantages that were expected to accrue from its ownership of practically all the leading mass-circulation weekly consumer magazines in the UK, utilizing the benefits of vertical integration and large-scale production. It examines the structural reorganization that was implemented at IPC following a report by McKinsey management consultants and the later corporate restructuring that created the Reed International holding company. Intransient issues of industrial relations in printing are discussed in detail, in particular the attempts to move from the dominant letterpress technology towards the more versatile system of offset-litho printing.
