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In this paper, the authors argue for two main claims: first, that the epistemic results of group deliberation can be superior to those of individual inquiry; and, second, that successful deliberative groups depend on individuals exhibiting deliberative virtues. The development of these group‐deliberative virtues, the authors argue, is important not only for epistemic purposes but political purposes, as democracies require the virtuous deliberation of their citizens. Deliberative virtues contribute to the deliberative synergy of the group, not only in terms of improving the quality of the group's present decisions, but also improving the background conditions for continued group deliberation. The authors sketch a preliminary schedule of these group‐deliberative virtues modelled on Aristotle's conception of virtue as the mean between two extreme vices. The virtues discussed in this article include deliberative wit, friendliness, empathy, charity, temperance, courage, sincerity, and humility. 相似文献
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Portions of three previous studies relating individual differences in employee satisfaction and one study relating Management Communication Style (MCS) to employee satisfaction were replicated across four organizational contexts. Major findings were supportive of the generalizability of the results observed in the previous studies. The interface of superior-subordinate relations and their impact on employee satisfaction were examined through perceptions of employees with regard to the MCS of upper management and the task behaviors (supervision and administration) of their immediate superiors. Results were supportive of the MCS conceptualization and indicated that MCS of immediate superior and MCS of upper management had their primary impact on different dimensions of employee satisfaction. Perceptions of superiors' task behaviors were found to have different impact on employees satisfaction for different organizational contexts. Variability in employee satisfaction predictable from individual employee differences and that predictable from superior-subordinate interface were found to have little overlap. It is recommended that both the individual differences (trait) and superior-subordinate interface (situational) approaches to the study of communication in organizational contexts be continued since the two generate independent predictions of unique variance. 相似文献
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