Four Archetypal Orientations of the Mind: Foundational, Experiential, Organizational, and Actional

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The first application of the theory embracing an integration of the metaphysical with empirical science allowing for an examination of archetypal orientations, that provide meaningful comparisons and profiling for a range of topics and scholarly endeavors, in one book. This work examines and reflects upon the meta-theoretical and cross-disciplinary nature of this approach. It represents a follow-up on the author’s first volume “The Four Types of Knowing – Metaphysical, Scientific, Narrative and Pragmatic: A Meta-Epistemology of Mind”.


“In this book the author takes the reader on an extensive enriching and thought provoking world tour across the four worlds in which we live, individually and collectively...he delves deep to provide us with an integrated meta-thinking modality framework, a set of glasses, of how to this way he equips and empowers us at a more fundamental level to critically question and reflect in a dialogical manner how we engage with our worlds in our existential search for an authentic identity.”
-Professor Theo H. Veldsman,
Head of Department Industrial Psychology and People Management,
University of Johannesburg, South Africa

“The penetrating analysis and meta-theoretical integration by the author undoubtedly and clearly helps the reader to understand the complexity and intricacy of the four modalities of human thought. This book is well written and illustrated. The results of the meta-theoretical analysis, assimilation and integration of the different topics and themes lead to a fine piece of scholarship.”
-Prof. W. J. Schoeman,
Emeritus Professor of Psychology,
University of Johannesburg

“In this book Pietersen succeeds in making the work of philosophers accessible in a novel manner. He does this by initially providing a framework of archetypical orientations of mind (objectivist, empyrean, subjectivist and empiricist) and thereafter applying it as a lens of analysis to a selection of religious thought and individual thinker’s ideas. The manuscript culminates in an application of the framework to thinkers in organizational leadership and organization development theory.”
-Prof Leon van Vuuren,
Faculty of Management,
University of Johannesburg

Table of Contents

1. Introduction
1.1 Introduction
1.2 A brief preview
2. Archetypal orientations of mind
2.1 Introduction
2.2 Of giants and gods
2.3 Of minds and hearts
2.4 The archetypal framework
2.4.1 The core principles
2.5 Concluding remarks
3. Trinitarian theology
3.1 Introduction
3.2 A thumbnail review of Trinitarian thought
3.3 The modern perspective on the Trinity
3.3.1 The liberal view
3.3.2 The conservative view
3.4 The four ways in Trinitarian thought
3.4.1 The Objectivist-Empyrean Trinity
(a) Augustine
(b) Aquinas
3.4.2 The Objectivist-Empiricist Trinity
(a) Barth
(b) Rahner
3.4.3 The Subjectivist-Empiricist Trinity
(a) LaCugna
(b) McFague
3.4.4 The Subjectivist-Empyrean Trinigy
(a) Moltmann
(b) Boff
3.5 Conclusion
4. Mediaeval Jewish Thought
4.1 Introduction
4.2 Brief background
4.3 The four ways in mediaeval Jewish thought
4.3.1 Gabirol (Objectivist-Empyrean)
4.3.2 Maimonides (Objectivist- Empiricist)
4.3.3 Halevi (Subjectivist-Empiricist)
4.3.4 Pakuda (Subjectivist-Empyrean)
4.4 Concluding remarks
5. Jaspers’ paradigmatic individuals
5.1 Introduction
5.2 Paradigmatic individuals in meta-perspective
5.2.1 Buddha (Objectivist – Empyrean)
5.2.2 Socrates (Objectivist-Empiricist)
5.2.3 Jesus (Subjectivist-Empiricist)
5.2.4 Confucius (Objectivist-Empyrean)
5.3 Conclusion
6. Pirsig’s pursuit of ‘Quality’
6.1 Introduction
6.2 Some critical comments
6.2.1 An unresolved tension
6.2.2 Contradictions
6.3 A Meta-theoretical analysis
6.3.1 Metaphysics of ‘Quality’
6.3.2 Squareness
6.3.3 Hipness
6.3.4 Advocacy
6.4 Concluding Remarks
7. Organizational leadership thought
7.1 Introduction
7.2 The changing nature of work and leadership
7.3 Archetypal patterns in leadership thought
(a) Great man era
(b) Leadership traits era
(c) Contingency leadership era
(d) Servant leadership
7.3.1 Type I: the Visionary Leader
7.3.2 Type II: the Systems Leader
7.3.3 Type III: the Relationships Leader
7.3.4 Type IV: the Transformational Leader
7.4 Concluding remarks
8. Organization Development paradigms
8.1 Introduction
8.2 Review of Organization Development (OD)
8.2.1 The 1960s and 1970s
8.2.2 The 1970s and 1980s
8.2.3 The 1990s to the present
8.3 Paradigmatic intervention modes in OD
8.3.1 The OD practitioner as philosopher
8.3.2 The OD practitioner as scientist
8.3.3 The OD practitioner as psychologist
8.3.4 The OD practitioner as politician
8.4 Concluding words
Name Index
Subject Index

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