Dialectical Enquiry[辩证式探询]
辩证

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辨证式探询法的沿革。

辨证式探询法（Dialectic Inquiry），或称辩证法（Dialectics），有一个很长的历史，在这过程中它的内涵也有所变迁。 中国的传统文化认为，任何事物都有其对立面，即所谓的阴和阳，这一理论可以追溯到3000年前的中国典籍《易经》，以及2500多年前道家鼻祖老子的思想与著述。 道家哲学认为变化是宇宙存在的唯一形态， 并提出了“道生一，一生 二，二生三，三生万物”的从量变到质变的变化思想。 同样是在2500年前左右，古希腊哲学家赫拉克利特认为所有的变化来自对立面的斗争。 中美洲的古代阿兹特克人（Aztecs）也认为，地球是在对立斗争中形成的， 北美洲的拉科塔族（Lakotas）印第安人也认同这一观点。 在柏拉图对话集中，我们注意到，苏格拉底往往是通过盘诘对方的观点来表达自己的主张， 通过这一方法，他能够找出对方观点的内在矛盾冲突。 亚里士多德在比较了辩证法（Dialectics）与修辞法（Rhetoric）之后，说道“辩证法是探寻真理的正道”。 但是，不知由于什么原因，对立统一思想在西方世界消失了很长一段时间，直至工业革命前夕，康德与黑格尔的论著才又使得这一思想重获新生。 最后，费希特通过明确辨析立论、驳论与综合三者之间的关系，在黑格尔外显形式的基础上建立起了内隐三角，这一思想后被马克思和恩格斯所继承和发展。
 

什么是辩证？ 释义

辩证法是处理（看似）相反力量（悖论）的过程。 以下是一些定义：

• 通过将对立命题并置，从而达到真理的逻辑过程。 辩证是典型的中世纪哲学和神学语汇，后也经常出现在黑格尔与马克思的著作里。
• 是一个被应用于辩论术的哲学术语，它运用逻辑、推理来证明或反驳某一真理。
• 通过对立力量的矛盾冲突（悖论）产生变革的思想交流过程。
• 请参考右侧图片来比较辩证（Dialectics）与折中（Trade-off）、困境（Dilemma）、疑惑（Puzzle）以及平均（Average）之间的区别。

辨证式探询的优点

不管是战略、管理，还是商业伦理，都具有复杂性的特征。 辩证法的优势充分体现在应对那些具有内在复杂性的事物以及表面冲突力量。

De Wit和Meyer在《战略：流程、内容、情境》（Strategy：Process、Content、Context）一书中提到， 在处理战略矛盾和复杂性的时候，运用辩证法较之采取折中、困境、疑惑或平均等方法态度，有如下一些优点：

1. 可以挖掘探索各种主意；
2. 有助于聚焦论点（核心观点）；
3. 为跨接表面不可调和的对立体提供了刺激因素；
4. 为给出创造性的结论提供了刺激因素（找出综合结论，而不是折中结论）。

与辩证法类似的一种方法是魔鬼代言人法（Devil's Advocate Approach）， 这种方法在推究那些潜在假设、提高决策质量方面也非常有效，它与辩证法的不同之处在于，这种方法专门质疑别人的观点，更侧重负面，而辩证法则较为平衡，不失和谐。

参考书： Bob de With and Ron Meyer - Strategy: Process， Content， Context

参考书： Alex Lowy and Phil Hood - The Power of the 2x2 Matrix - Using 2x2 Thinking.

参考书： Barry Johnson - Polarity Management: Identifying and Managing Unsolvable Problems

参考书： Charles M. Hampden-Turner， Fons Trompenaars - Building Cross-Cultural Competence.

论坛 关于以下内容的论坛讨论：辩证式探询。您可以在下方提出有关此主题的问题、分享您的经验、报告新的发展或解释一些事情。 Hypothesis Driven Approach to Strategy Consulting An hypothesis is a testable statement about the relationship between two or more variables or a proposed explanation for some observed phenomenon. It can include the initial assumptions, or it may be ... 7   8条评论 Paradoxes in Management As pointed by Eisenhardt, a Paradox is the simultaneous existence in the organization of two (seemingly) inconsistent states, such as �empowerment and conformance�: �old and new� (Eisenhardt 2000:... 5   Consequences of a Dialectical Worldview The essential characteristic of the dialectical method is that it considers historical and social phenomena in continuous movement. It explains the laws that govern economic and social structures, the... 3   Paradoxical Leadership An interesting recent article on dialectics argues that good leaders should not focus so much on being consistent in their decision making, sticking to their commitments, and remaining on message. The... 3   开始一个新的论坛主题关于辩证式探询 在这里分享您的知识（或提出问题）

最佳实践 关于辩证式探询的最高评价的讨论主题。在这里你会找到最有价值的思路和切实可行的建议。 🥇 Dealing with Paradoxes in Organizations Organizations are paradoxical in lots of ways and executives have to decide what to do with the intrinsically contradicting nature of many managerial issues. It's useful to distinguish two (paradoxic... 32   5条评论 🥈 Reflective Urgency: Critical Thinking AND Acting Quickly The best way to respond to situations depends. One should avoid: Responding (too) quickly to particular situations bears the risk of overseeing important information that could generate collater... 31   8条评论 🥉 Dialectics Business Case: Toyota 3 professors of Hitotsubashi University Graduate School of International Corporate Strategy in Tokio claim that the immense succes of Toyota is as much due to its ability to embrace contradictions as ... 22   What is Dialectic Ability? Definition Is the ability to hold 2 seemingly opposing ideas in mind, and to combine and to resolve them in an unexpected, creative way innate, or can it be learned?... 16   1条评论

专家提示 关于Dialectical Enquiry - Dialectics（英语）的高级见解。在这里，您将找到专家的专业建议。 Stages of Decision-making Integrative versus Convential Thinkers, Differences in Decision-making In "The Opposable Mind: How Succesful Leaders Think" in HBR (June 2007, Vol 85, Nr 6), Roger Martin describes a 4-stage ... How to Select the RIGHT Tensions to Manage? Setting Strategic Priorities How do you make sure you manage the RIGHT seemingly contradicting forces (tensions)? Marakon consultants Dodd and Favaro... A Dualistic Mindset is Required for Strategic Thinking, Strategic Alliances and Co-Opetition Agreements Strategy Formation, Strategic Alliances and Co-Opetition It's important that people involved in strategy formulation and in establishing, negotiating or closing a Co-opetition a...

信息来源 有关辩证式探询的各种信息来源。在这里，您将找到Powerpoint，视频，新闻等可用于您自己的讲座和讲习班。 Integrative Thinking In-depth Integrative Thinking, Opposable Mind, Integrative Thinkers, Paradox, Synthesis Extensive presentation about integrative thinking, including the following sections: 1. Learning objective 2. Structur... Management Dialectics Thesis, Antithesis, Synthesis According to Miguel Pina E Cunha a.o. managers are increasingly living in a world of paradox. For instance, they are tol... Individual Decision Making and Group Decision Making Decision Making Process, Groupthink, Decision Making Styles, Vroom-Yetton Method Presentation about Decision Making by groups and individuals. The presentation includes the following sections: 1. Know... Overview of Reasoning Types and Models Reasoning This comprehensive presentation clearly outlines the different models used in reasoning processes. The presentation incl... Controversial Choices Strategic Decision-making Paper by Aneel G. Karnani. The essence of strategy is to make controversial choices; this is the only way to gain a comp... Introduction and Summary of Integrative Thinking Initial Understanding of Integrative Thinking, Trainings, Workshops Video with brief opinions about what Integrative Thinking is and what are its main benefits.... Dialectical Enquiry Diagram Reconciliating Complex Forces Download and edit the 12manage PowerPoint model for limited personal, educational and business use. Republishing in int...

研究链接 自动跳入有关以下内容的其他有用资源辩证式探询。 新闻 视频 简报   书比人好 学术的 更多

比较： Delphi Method[德尔菲法]  |  Root Cause Analysis[根本原因分析]  |  Analogical Strategic Reasoning[战略类推]  |  Pyramid Principle[金字塔原则]  |  Theory of Constraints[约束理论]  |  Brainstorming[头脑风暴法]  |  Cause and Effect Diagram[因果图]  |  Six Thinking Hats[六项思考帽]  |  System Dynamics[系统动力学]  |  Scenario Planning[情境规划]  |  Game Theory[博奕论]  |  Spiral Dynamics[螺旋动力学]  |  Real Options[实物期权]  |  Kepner-Tregoe Matrix[KT矩阵]  |  Plausibility Theory[可能性理论]  |  Chaos Theory[混沌理论]  |  Soft Systems Methodology[软系统方法论]  |  Mind Mapping[心智图法]

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