ConceptsNest

  (Discussed previously- Chapter -01: When Presence Gets Drowned Out: A Lesson in Stillness and Self-Awareness, The Need to Stop Remarking & Begin Living, Comparison Amplifies Detachment , Beyond the Filter: Escaping the Trap of Performative Living, The Trap of Observing Over Experiencing ) Link to Chapter 01: https://conceptsnest.blogspot.com/2025/08/the-case-for-living-life-unfiltered.html   Beyond the Guidebook: Living the Experience Yet many of us fall into this trap, mistaking preparation for engagement. We research, plan, and anticipate, but when the moment arrives, we remain spectators rather than participants. The guidebook, meant to enhance exploration, often becomes a crutch—a way to feel prepared without fully stepping in. Instead of immersing in the atmosphere, we check off highlights, reducing the world to a list rather than an experience.   Life, like travel, isn’t meant to be studied from a distance. It demands participation. The most transformative...

  Are We Living Our Life—Or Just Learning About It? Are we just lost in Knowledge. Are we reading the Guidebook Instead of Exploring the Destination? Telling ourselves about our life is not the same as living it. We scroll, we study, we plan—but are we actually living? When Presence Gets Drowned Out: A Lesson in Stillness and Self-Awareness After a day and a half on my motorcycle, carving through long highways and dusty backroads, I reached the marshlands—wide, breathing, untamed. The air was thick with damp earth and the sharp tang of distant salt. This was meant to be a moment of stillness—a chance to surrender to the raw beauty of an untouched world. I stepped into a small wooden boat with two others. The morning light filtered through mangrove branches. Nature held its breath. Silence settled like a second skin. The water curled around us like dark silk, and the sleepy sky cast a soft glow. The silence was perfect—until it wasn’t. Then she began to speak. She was striki...

  ***Continued from Chapter 01 (Covered previously: What is Situational Ethics, The Meaning & Context of Agape, The Three Views Of Situational Ethics ) Link to Chapter 01: CHAPTER - 01 The Four Working Principles of Situationism Principle 1. Pragmatism The situationalist follows a strategy, which is  pragmatic . “Pragmatism” is a well worked-out philosophical position adopted by the likes of  John Dewey  (1859 – 1952),  Charles Peirce  (1839–1914) and  William James  (1842–1910). Fletcher does not want his theory associated with these views and rejects all the implications of this type of “Pragmatism”. What makes his view pragmatic is very simple. It is just his attraction to moral views, which do not try to work out what to do in the abstract, but rather explores how moral views might play out in each  real life situations . Principle 2: Relativism Even with his rejection of Antinomianism and his acceptance of one supreme...

  Situational ethics, or situation ethics, is a teleological and consequential theory of ethics concerned with the outcome of an action as opposed to an action being intrinsically wrong as in deontological theories. The theory was principally developed in the 1960s by the Christian Episcopal priest Joseph Fletcher. He argued that sometimes moral principles could be cast aside in certain situations if love is best being served . He believed that there are no absolute laws other than the law of love, and that all the other laws were secondary. This means that all the other laws may be broken if other courses of action would result in more love. Thus, in the case of situational ethics, the ends can justify the means. Joseph Fletcher (1905–1991), in his time, developed what he called an ethical non-system . His publication was questioned amongst the public because it legitimized the general post-war dissatisfaction with authority . The English t...

  ***Continued from Chapter 01 (Covered previously: Meaning & Understanding of Cultural Intelligence, Cultural Quotient, Definitions,   Components of Cultural intelligence , Framework for Cultural intelligence ) Link to Chapter 01: https://conceptsnest.blogspot.com/2024/05/cultural-intelligence-demystified.html Cultural Intelligence in Institutions Institutions, too, have cultures, often very distinctive; anyone who joins a new company spends the first few weeks deciphering its cultural code. Within any large institution, there are sparring subcultures as well: The sales force cannot talk to the engineers, and the PR people lose patience with the lawyers. Departments, divisions, professions, geographical regions—each has a constellation of manners, meanings, histories, and values that will confuse the interloper and cause him/ her to stumble. Unless, that is, he or she has a high Cultural Intelligence. Cultural Intelligence Profiles Global leaders who possess a ...