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• Human rationality, environmental challenges and evolutionary game theory

  15-19

  Andrea Karcagi-Kovács

  Views:

  159

  In recent years, game theory is more often applied to analyse several sustainable development issues such as climate change and biological diversity, but the explanations generally remain within a non-cooperative setting. In this paper, after reviewing important studies in this field, I will show that these methods and the assumptions upon which these explanations rest lack both descriptive accuracy and analytical power. I also argue that the problem may be better investigated within a framework of the evolutionary game theory that focuses more on the dynamics of strategy change influenced by the effect of the frequency of various competing strategies. Building on this approach, the paper demonstrates that evolutionary games can better reflect the complexity of sustainable development issues. It presents models of human – nature and human – human conflicts represented by two-player and multi-player games (with a very large population of competitors). The benefit in these games played several times (continuously) will be the ability of the human race to survive. Finally, the paper attempts to identify and classify the main problems of sustainable development on which the game theory could be applied and demonstrates that this powerful analytical tool has many further possibilities for analysing global ecological issues.

• The role of leaders’ emotions

  103-108

  Kornélia Lazányi

  Views:

  319

  Western cultures support the notion that the ideal ‘professional’behaviour for a leader is primarily rational and carefully controlled emotionally. The relationship of reason and emotion is often played out as one of mutual exclusion, and moreover as one representing hierarchy of leaders and followers. Power positions in most organizations are ritually emphasized through strict emotional control/suppression. Thus this display of unemotional rationality is held to be synonymous with control, may actually belie emotional and psychical insanities, and indicate organizational incongruities. Since, emotions play crucial role in the regulation of workplace relations. Negative emotions are the basis of awareness and positive ones are that of trust, and hence they both are needed in everyday situations. Leaders’emotions can be used as tools to motivate and to express individualist attention and caring. However, this use of emotions as tools may come at a price for those leaders who are less apt at emotion regulation. In sum, workplace is an emotional place and it is of best interest of the organizational members, – both the leaders and those led, – to understand the leaders’genuine and displayed emotions, their antecedents and their consequences.