Identidade pessoal em Hume e em Kant

The issue of this dissertation is the problem of personal identity. More specifically, the objective of this work is to investigate and compare how Hume and Kant construct, within their own philosophical systems, their theories of personal identity (of the self), so that these theories can set the grounds for the construction of theoretical knowledge. Hume’s theory of personal identity is closely connected to his empirical model of investigation, according to which no metaphysical conclusion can be accepted. This implies a very specific limitation to the humean description of personal identity. Because he can’t find a safe empirical reference for the self, Hume is obliged to describe it as a mere fiction, which the imagination creates to try to give unity to the set of perceptions that composes the mind. Kant, on the other hand, constructs his theory of the self with the aim of explaining the possibility of the a priori knowledge in Mathematics and in Physics. Kant tries to find which attributes must necessarily belong to the self so that this self can be, at the same time, the a priori transcendental condition of a subjectivity in general and the equally a priori transcendental condition for the construction of objective knowledge. Moreover, Kant shows the impossibility of objectively knowing, as intuition, the self, and limits himself to the description of the self as a mere subjective consciousness of the synthetic capacities of the understanding. Several disparities, thus, can be perceived between the theories of personal identity of these two authors. Based on these differences, the present work also examines the possibility of making an interpretation of the humean theory of the self by using elements of the kantian philosophy. The purpose of this kind of interpretation is to propose a solution to the difficulties faced by Hume in the description of his theory of personal identity.

Quando fé e gestão se encontram: compreendendo uma ONG de filosofia protestante sob as lentes da prática e do Sensemaking

We find in Brazil the reality of religious pluralism. From the end of XIX century until now, the religious scenario became more diversified in a process of acceptance and legitimation of different religions. In the same period, the Third Sector was largely developed up until its current form: complex, broad and plural as well. In this context, we find non profitable organizations that provide services under a religious phylosophy. One in particular, placed in Uberlândia-MG, protestant, has the fearures of a big company and is the largest one among the ones that provide social services and receive public funds in the city: Missão Luz. Thinking about the organization, some questions came to mind: is there a noticeable influence of the religious orientation on practices? How do managers understand and make sense of their practices? Adopting Chanlat’s (1996) concept of management mode, the perspective proposed by the Practice Based Studies (GHERARDI, 2013) and the sensemaking studies (WEICK, 1995), I developed a research that intended to understand Missão Luz’ management practices. Three sources of data were used – documents, shadowing and interviews – to understand, in the most complete way, organization’s management practices, using managers’ perspective. Results pointed to a noticeable relation between faith and management. Ten practices were identified among managers: council decisions, appreciation for excellence, respect for authority figures, giving second chances to employees, desire to be a reference, results quantification, search for professionalization, organization, formalization and standardization. The first five practices were heavily influenced by religious principles, and the five last were influenced by instrumental rationality, usually found in the Second Sector. It was noticed that faith was also related to those last practices, justifying them for their contribution for achieving excellence e consequent action of glorifying God. Practices are maintained e passed by the cultivation of the Mission’s DNA, an organization’s way of doing things, and by the belief of the role of the leader maintaining this DNA. Associated to practices, sensemaking moments were analyzed, situations where there order was disrupted and managers had to make sense e act on this understanding. These situations were divided in three themes: “fly the flag of the company”, changes in schools’ management and God’s purpose and sovereignty. The paper is finished with some suggestions for future researches.