In theory, the expert thing is the best thing. In theory there’s no difference between theory and practice, in practice, there’s a big difference between theory and practice.
We’ve all heard this sort of thing many times, of course. The best response is probably Schopenhauer’s:
“That’s all very well in theory, but it won’t do in practice.” In this sophism you admit the premisses but deny the conclusion, in contradiction with a well-known rule of logic. The assertion is based upon an impossibility: what is right in theory must work in practice; and if it does not, there is a mistake in the theory; something has been overlooked and not allowed for; and, consequently, what is wrong in practice is wrong in theory too.
the torbert action logic framework
You are, I assume, referring to the ideas of this person? He appears to be some variety of management consultant. Is there any reason to take this “action logic” of his seriously? It seems to be yet another among the many, many self-help / management consulting / etc. “frameworks” or “systems” etc. Do any of his ideas have any empirical verification, or… well, anything, really?
That’s up to you. I’ve got a lot of value from the structure he outlines. It’s a lot more reasoned than some of the other mysterious odd things I read.
If there is something wrong with the theory and the way it maps to the practice, is it better to read more theory or do more practice and make new theories? I would suggest it depends on the person and what they have found to work in the past. And also with an awareness to the loops of bad habits—“sharpen the saw” type problems. Sometimes it’s more valuable to stop sharpening the saw, and start cutting down the tree. (rationality frame of thinking loves to sharpen more and cut less)
We’ve all heard this sort of thing many times, of course. The best response is probably Schopenhauer’s:
You are, I assume, referring to the ideas of this person? He appears to be some variety of management consultant. Is there any reason to take this “action logic” of his seriously? It seems to be yet another among the many, many self-help / management consulting / etc. “frameworks” or “systems” etc. Do any of his ideas have any empirical verification, or… well, anything, really?
That’s up to you. I’ve got a lot of value from the structure he outlines. It’s a lot more reasoned than some of the other mysterious odd things I read.
If there is something wrong with the theory and the way it maps to the practice, is it better to read more theory or do more practice and make new theories? I would suggest it depends on the person and what they have found to work in the past. And also with an awareness to the loops of bad habits—“sharpen the saw” type problems. Sometimes it’s more valuable to stop sharpening the saw, and start cutting down the tree. (rationality frame of thinking loves to sharpen more and cut less)