@Jeffrey_Howard_@FreihandDenker BTW, Rorty wasn't the first to make this claim about redescription. I'm collecting such claims. I've only found two other so far:
1) "I am convinced, being fully persuaded in the Lord Jesus, that nothing is unclean in itself. But if anyone regards something as unclean, then for
@Jeffrey_Howard_@JonAlanSchmidt@Mookmonster30@FerraraKev@CSPeirceSpeaks Sorry to jump in late, but I think in his "Reply to Ramberg" (mentioned in your excellent recent podcast) Rorty partially recanted the sentiment expressed in "Truth is simply a compliment…": “Ramberg sets me straight here too. He tells me, in effect, that _it was a mistake /1
@Jeffrey_Howard_@JonAlanSchmidt@Mookmonster30@FerraraKev@CSPeirceSpeaks on my part_ to go from criticism of attempts to define truth as accurate representation of the intrinsic nature of reality to _a denial that true statements get things right_. What I should have done, he makes me realize, is to grant Davidson's point that _most of our beliefs /2
In his reply, Rorty clarified what he means by "true of". He does so by more fully embracing and explicating Davidson’s triangulation: ‘Since I now want to agree /3
Prediction: The #SCOTUS ruling in #Bostock will become the central case in law school classes teaching the meaning of "but-for" causation. The entire decision comes down to applying but-for causation analysis! /1
'In the language of law, this means that Title VII’s “because of ” test incorporates the “‘simple’” and “traditional” standard of but-for causation. Nassar, 570 U. S., at 346, 360. That form of causation is established whenever a particular outcome...' /1
'...would not have happened “but for” the purported cause. See Gross, 557 U. S., at 176. In other words, a but-for test directs us to change one thing at a time and see if the outcome changes. If it does, we have found a but-for cause.
Best jargon-free description of #designthinking approach we applied at @ibmdesign … by @mjane_h at @autodesk: To advocate for investment, we don’t start by rationalizing the things we need to do. We start with a vision of what designing and making can feel like to our users. /1
That vision opens with a single, powerful statement that the business can rally around, with a few supporting points to make it visceral and visual. When we’ve done this well, business leaders see their own strategic intent in what we’ve presented. /2
The discussion turns to unpacking possibilities for what strategic intent might be like from this point of view. Only then, when leadership feels it too, do we introduce the areas of investment we request. /3