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By Steven Segal (auth.)

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Instead, as we shall see, it is with a sense of shock that we find ourselves alone. It is with a shock that we find our habitual ways are not working for us and questioning emerges out of this surprise. We cannot intentionally see our perspective from the outside. The process of letting go of a theory of the business presupposes defamiliarisation or estrangement from the theory. Sometimes when we are so familiar with something, like a city, for example, we do not see its Why Philosophy in Leadership Studies?

Without his sensation of strangeness, Mandela might not have even noticed that there was a question to be asked; he might not have even known that he had a prejudice. We cannot notice our blind spots. One way of being alerted to them is through the experience of strange sensations. Cultural dimensions of philosophical experiences Our habits and conventions are very much like blind spots. They affect and influence us without our even being aware of them. Hubert Dreyfus (1993) provides an example of the way seeing people in cultures other than our own makes clear the conventions we take for granted.

They tend to be independently minded, thinking for themselves. Very often their thinking emerges out of questioning conventional ways of doing things and opens up new alternatives. We shall see from our leaders in the following chapters that unlike scholarly or academic philosophers, however, their theories are not expressed in the form of a treatise or written document but in the creation and sustaining of a way of life, a way of doing things. Furthermore, their perspectives are not developed in the context of pure logic or abstracted rational thinking, as is academic philosophy, but as a response to the complexity of experience.

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