Publications by authors named "Enno von Fircks"

This article delves into the psychological framework of Busemann, focusing on the core principles of balance, character, autonomy and dialogue. It emphasizes how these concepts contribute to the development of personality, the dynamic process of becoming a fully realized individual. According to Busemann, personality evolves through the interaction of personal dispositions, talents, and character, with dialogue playing a crucial role in fostering growth.

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This commentary outlines a novel agenda for future mindfulness research, building on various authors' insights, particularly Indius (Indius, S. (2024). Meditation and Self-transcendence: A Human need? Integrative Psychological and Behavioral Science, 58(3), 878-883), who integrates Maslow's hierarchy of needs into the discussion of mindfulness.

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In the recent years, mindfulness-based research has experienced a boom. Yet, the majority of those studies treat mindfulness in a positivistic way, thus solely as a variable. Within such a lens of inquiry, we ignore the theoretical and historical underpinnings of mindfulness that are still important, nowadays.

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In the present paper, I relate the Dialogical Self Theory with the philosophy of Taoism. For that purpose, I instance the premises of Taoism such as that human being use open ideograms (signs and symbols) that grow constantly in their meaning, that the meaning of life can be only unraveled if the unity of opposites is integrated in one's worldview and that the human being listens to his natural intuition and does not force himself to do things (wuwei = effortless action which has its origins in Laozi's TaoTeChing). When those premises are applied to the Dialogical Self Theory, psychologists can help people to develop a harmonious self because the self is operationalized as an open system that is constantly in flux of meaning.

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The paper is a novel extension of the Dialogical Self Theory (DST) to organizational psychology. In organizations there are rich conflicts and ambiguous situations in which joint meaning making is indispensable for future trajectories of the follower, the leader and the organization itself. This negotiation process is influenced by power imbalances within the organization, mostly between leader and follower.

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