In his book Utilitarianism, John Stuart Mill refers to the great objects of human life. We may assume that that what Mill calls an object is the same as an objective in modern parlance. The examples of great objectives that Mill cites include power, fame, and money. One wonders how seriously Mill was actually endorsing such aims to be the overarching objectives of living or whether he was simply expressing his finding that many people actually do take such aims as these for life. The contention is that Mill was indeed recognizing that people do choose such goals in life. After all, happiness has been recognized as an objective of life at least since the time of Aristotle, and virtue has a similarly ancient pedigree. It is quite common for ordinary people to adopt such mottos as “Healthy, wealthy, and wise” as aims for life. But we know that having more than one such value can lead to conflicts. This had been a concern to Sidgwick as well as other nineteenth-century moralists. A resolution to the problem was found by the time of the twentieth century, when it was realized that we should not try to achieve definite objectives, but instead look to some other procedure, such as a variety of evolution, to shape our objectives. In that case, we make plans and evaluate them, as we proceed. We should use our values, as Dewey recommended, for guideposts. The book discusses the methods of arriving at such plans and weighs some of the ethical and moral problems an individual or a society might face at the present time.
Monday, July 3, 2017
Book Feature: Unlocking the Natural Born Leader's Abilities: An Autobiographical Expose by Salar Khan, MD., MBA
Leaders orchestrate commands to people in order to accomplish objectives pertinent and in accordance with their personal principles and intentions. This book sets to identify the qualities and abilities of a certain kind of leader, which I refer to as the natural-born leader (NBL). The NBL possesses innate traits, refined and perfected over time with education, training, and experience. I will attempt to illustrate these traits by drawing from my fifty years of personal experiences and hope readers will look at this as an opportunity to introspect. I have also designed a self-assessment tool so you may self-evaluate the presence of these NBL abilities and identify where you ultimately fall on the spectrum.
Today, there is widespread lack of confidence in leadership whether in business, government, education, or elsewhere. The vision of a confident leader, that of an NBL, is needed for the betterment of the world.
Salar Ahmed Khan, MD, MBA, FACA, FCCP, DTCD, MCPS, worked as an Internist and Pulmonologist at Karachi, Pakistan from 1985-87; as the Chief of Medicine, the Acting Director of Medical Services, and Acting Hospital Director at Al-Midhnab General Hospital under the Ministry of Health in Saudi Arabia from 1988-93; as the Associate Professor Medicine at Baqai Medical College and Hospital in Karachi, Pakistan from 1993-94; as a Surgical Assistant, Material Management, and Acting Central Processing Supervisor at Edge Water Medical Center in Chicago from 1996-2000. He is working as a program specialist at Chicago, Illinois since 2000. He was nominated and won several awards at national and international levels. In his spare time, he enjoys cooking, photography, and watching sport, like cricket. He lives in Chicago, Illinois with his wife and two sons.
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