In an earlier article in this journal, I advanced five ethical arguments in favour of a voluntary, unpaid system of blood donation. In his reply to my article, Hugh McLachlan criticised one of those arguments, namely, the argument that an unpaid system promotes altruism and social solidarity. In this reply to Dr. McLachlan, I maintain that his criticism is misguided, and that he appears unclear not only about my own argument, but also about his own.

Good expresses agreement that the controversy between Bayesian and non-Bayesian statistics is more fundamental than that between Carnap and Popper, and points out that his own position is a Bayes/non-Bayes compromise.

Review of Mark Wynn's book, Renewing the Senses: A Study of the Philosophy and Theology of the Spiritual Life.

It is shown by means of a simple example that a good explanation of an event is not necessarily corroborated by the occurrence of that event. It is also shown that this contention follows symbolically if an explanation having higher "explicativity" than another is regarded as better.

At the start of the 21st century, Corporate Social Responsibility (CSR) seems to have great potential for innovating business practices with a positive impact on People, Planet and Profit. In this article the differences between the management systems approach of the nineties, and Corporate Social Responsibility are analysed.An analysis is structured around three business principles that are relevant for CSR and management systems: (1) doing things right the first time, (2) doing the right things, and (3) continuous improvement and innovation. (...) Basically CSR is focussing on the second principle, and management systems focus on the first. However, CSR is very likely to build on the management systems as well.From a CSR point of view, the existing generation of management systems with their focus on rational control (= doing things right) can only be of limited use in the development of CSR. However, the preventive rationalities of management systems are important. Values and the principle doing the right things is extremely relevant for CSR. This goes far beyond the present generation of ISO type management systems; opportunities stem from building on TQM approaches like the EFQM Business Excellence model. Continuous improvement and innovation is a permanent challenge underlying the two other business principles, and requires both individual and organisational learning processes. In the present generation of management systems, continuous improvement mainly addresses rational prevention, barely the value aspects of business.For the further development and implementation of CSR, each of the three business management principles are vital. There is a need for a new generation of management systems that addresses the values at stake in strategic decision-making, both at company level and in the behaviour of individuals, while the rationalities of prevention and anticipation are still relevant. In both directions more emphasis for continuous learning and innovation will be needed.CSR is likely to trigger the development of management systems in the directions mentioned. This will support companies to be credible and transparent in improving the performance with respect to people, planet and profit. (shrink)

The causal propensity of an event F to cause another event E is explicated as the weight of evidence against F if E does not occur, given the state of the universe just before F occurred. This definition, first given in 1961, is sharpened, defended, and applied to several examples. In this definition the concept of weight of evidence in favor of a proposition, provided by another one, is to be understood in a technical sense that is intended to capture (...) its most customary informal meaning. (shrink)

The form of argument used by Popper and Miller to attack the concept of probabilistic induction is applied to the slightly different situation in which some evidence undermines a hypothesis. The result is seemingly absurd, thus bringing the form of argument under suspicion.