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Objections to psychological egoism
The most obvious objection to psychological egoism is that there are numerous clear examples of people putting others' interests before their own.
Although psychological egoists think they can explain seemingly virtuous actions, their theory rests on a false account of human motivation. The fact that someone feels virtuous after performing a good deed may be true, but it is often just a side effect of their action. They didn't necessarily do it in order to get those feelings.
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It is the theory that all our actions are motivated by self-interest.
The view is endorsed by philosophers such as Tomas Hobbes and Friedrich Nietzsche.
A self-interested action is one that is motivated to serve your own interest. You drink water because you have an interest in quenching your own thirst. You show up for work because you have an interest in being paid.
Psychological egoists think they can explain a...
- A selfish action sacrifices someone else's interests for their own. For example, grabbing the last slice of cake.
- An unselfish action is where you place another person's interests ahead of your own. For example, you offer someone the l...
- It satisfies our preference for simplicity. In science, we favour theories that explain several phenomena by showing them to all be controlled by the same force. Newton's theory of gravity gives one principle to explain a falling apple.
- It offers a seemingl...
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Many of us have been in a situation where our emotions prevent us from responding appropriately and seeing the big picture. For example, in cases where we feel extreme anger, stress, anxiety, and sadness.
The best way to handle these emotionally charged situations is to step away t...
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Proaction is the “possible you” that:
- spots and prevents problems
- identifies, pursues, and captures opportunities
- creates a new self-chosen, desired future through a strategic change of trajectory.
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Every organization faces a unique set of challenges and contexts. There are strategic moments in an organization’s journey that have a disproportionate impact on outcomes.
Getting them right creates a multiplier effect on other activities as people learn new ways of working and i...
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Business leaders often are tempted to focus on strategy over culture. But the strongest companies take four key actions that deliver the best of both.
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