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In assessing what the paradoxes meant to Plato, O'Brien uses certain broad principles of inquiry. First, he insists, any platonic doctrine must be placed in the context of Plato's whole philosophy--a truism not always honored. Second, the conversations of the dialogue form do not merely embellish Plato's philosophical statements but radically affect their expression.
Originally published in 1967.
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About the author
Michael J. O'Brien is the president and founder of Star Performance Group, an international organizational capital consulting firm. Star Performance specializes in leadership, culture and alignment.
He was appointed the Director of Research for The Pacific Institute, a leading organization specializing in the use of positive psychology and neuroscience to help people, teams and organizations develop their mindset and achieve extraordinary results.
With over 32 years of consulting work, O'Brien has grown into a sought after global leadership and culture expert, enabling hundreds of organizations to achieve their goals through transforming their culture. He has conducted face-to-face coaching with over 3,000 senior executives on six continents helping them improve their leadership and ability to drive culture transformations.
He completed his Masters of Education at The University of Western Ontario in Canada and his undergraduate work in finance and economics where he was also an Academic Senator at the School of Business and Economics, Wilfird Laurier University in Canada.
Summary
In assessing what the paradoxes meant to Plato, O'Brien uses certain broad principles of inquiry. First, he insists, any platonic doctrine must be placed in the context of Plato's whole philosophy - a truism not always honored. Second, the conversations of the dialogue form do not merely embellish Plato's philosophical statements but radically affect their expression.
