Lefort as a reader of Machiavelli and Marx

This essay begins with the contention that phenomenology has taken a “hermeneutic turn,” “the things themselves” are always already interpreted. Philosophers often elaborate their own positions through a “reading” of the works of other philosophers. This is the case for Claude Lefort. Through his interpretive reading of the works of Machiavelli one sees the origin of Lefort’s idea of the autonomy and the anonymity of the political and thus his notion of political modernity. In tracing the evolution of Lefort’s relationship to Marx, we witness the process by which he disengages himself from his early “enchantment” with the works of Marx and the idea of the proletariat as a class bearing universal interest. Ultimately he criticizes Marx for his attempt to derive the political from the dimension of the social. This issues in his theory of totalitarianism as the attempt of a regime to close in on itself, thus denying any gesture to the dimension of the other.     

The French mental health law of 1938

Prehistory, attendant circumstances, and consequences are scrutinised on the occasion of the 150th anniversary of the first wide-ranging law on the treatment of the feeble-minded in France, forerunner of all subsequent laws on the matter.     

Employee Cynicism and Resistance to Organizational Change

We offer a reconceptualization of employee cynicism and present the results of two studies to test the hypotheses that (a) cynicism about an organizational change is distinguishable from skepticism about the change, more general forms of cynicism (disposition and management), and trust in management, (b) change-specific cynicism and skepticism relate differently to personal and situational antecedent variables, and (c) change-specific cynicism accounts for variance in employees intention to resist change not explained by skepticism, trust, and more general forms of cynicism. Study 1 was conducted with employees (N=65) from several organizations undergoing various changes, and Study 2 with employees (N=701) from a single organization undergoing restructuring and culture change. Results were generally consistent with prediction. Implications for future research and for the management of change are discussed.