Transdisciplinarity of Physics, Philosophy, Economics, Law, Psychology and Politics applied to Public Administration
Transdisciplinarity can be understood basically as the dialogue of opposite poles, as the interaction and the integration of opposites (dualities), considering dialectics between specialists and generalists, between the analytical and synthetic method. The main objective of this study is to evidence transdisciplinary as a tool for problem solving, as applied knowledge and understanding of reality, more than the mere intellectual view. The methodology adopted was based on Jungian psychology and in the MBTI System. Two schematic models were elaborated: 1) Duality and four elements as troubleshooting requirements and 2) difference between knowing (rational aspects) and understanding (a broader concept involving rationality, reasonableness, feasibility and meaning). As for Model 1, the idea is the integration and interaction of opposites in a dialectics approach, considering also the four archetypical elements translated into four requirements for troubleshooting managerial problems. Those are connected to Jungian functions: sensation, feeling, thinking and intuition, which were translated by this author into management requirements of feasibility, reasonableness, rationality and meaning, respectively. This approach considers not only psychology, but also Plato´s philosophy, physics and the alchemical tradition. This emerging paradigm that considers all the transdisciplinary epistemic forms: technoscience, philosophy, tradition and art. The core is the dialogue of opposites, between specialists and generalists, between the analytical and synthetic method, to create a unit of applied knowledge, the understanding of the reality to solve problems effectively, not only in an intellectual and mechanistic view. Also this paper shows examples of applied transdisciplinarity in public management starting from the point of view of following disciplines: i) Physics with Philosophy; ii) Economics; iii) Psychology; iv) Law; v) Politics; and vi) Public Administration. The findings and the conclusion of this paper involve promoting cultural and behavioral transformation of public servers, so that they can develop soft skills, connected to reasonableness and meaning, to emotional and intuitive intelligences, not only hard skills (technical, scientific and bureaucratic training). The recommendations are in the sense of promoting managerial and educational training for public servants in this connection. Hopefully these transdisciplinary concepts and applications may be useful for many countries.