This thesis examines the way in which Gilles Deleuze asserts the ontological priority of events over substances in his 1969 publication, The Logic of Sense, with reference to several philosophers and intellectual movements, namely, the Stoics, Leibniz, Albert Lautman, Gilbert Simondon, structuralism and psychoanalysis. Chapter 1 analyzes the problem which The Logic of Sense sets out to resolve, that is, to determine the ???evental??? conditions of the event if everything is to be understood as ontologically dependent on events. It then examines how Deleuze compares events to Stoic lekta, which are both causal effects and the material of Stoic dialectic. The event is seen to be the juncture of an ongoing ???sense-event,??? simultaneously involving: causal analyses of bodies; the construction of concepts characterizing these bodies; and the development of one???s knowledge of these bodies. Chapter 2 examines how Deleuze extends a number of Leibnizian notions in order to re-describe this sense-event in terms of ???static ontological and logical geneses,??? or ???disjunctive syntheses,??? bearing on divergent ???points of view??? with regard to the events characterizing worldly things. These syntheses bring about a three-fold determination of: a world of individuals common to divergent points of view; the beliefs of persons holding these points of view; and families of concepts which these individuals and persons ???exemplify??? insofar as they belong to a common world. Chapters 3 and 4 explore the way in which, with reference to Lautman, Simondon and structuralism, Deleuze argues that static geneses should be thought of in terms of an underlying structure, wherein the events characterizing things are themselves determined only by other events. Within this structure, events of all orders and types determine each other reciprocally, completely and progressively, and without reference to any substance transcending this system. Chapter 5 shows how, in relation to psychoanalysis, Deleuze understands the structure of events to be produced as an event by speaking persons, even as this structure also produces these persons, and their speech, as events. We are thus able to conclude that the structure of events is both the evental-determination of events characterizing things in general, and itself an event.

It is no secret that 'managerial' solutions are not, on average, nearly as reliable as 'technical' solutions. The focus of this work is to clarify the reasons why this is so, and to seek ways to increase the reliability of managerial solutions. The causes of this situation are both subjective (human factor failure), which can be influenced, and objective (complexity of the problem, the specifics of human behaviour, etc.) that can be only minimally influenced. Significant subjective causes at work were identified as: a. cognitive distortions at the mental level of thinking of the problem solvers; b. deficiencies in making inference and drawing conclusions; c. incorrect argumentation. There are two ways to reduce these causes: 1. cultivation of managerial thinking of the problem solvers; 2. the use of reserves in the implementation of approaches and tools of theoretical disciplines that already operate successfully elsewhere and are beneficial for managerial solutions. The first way deals with procedures for managerial solutions formulated in the language of the relevant discipline (the language of management), expressed by natural language and the chain of formulas (calculations) and visual (graphic) tools in the form of managerial decision trees, diagrams and charts with the rules of 'managerial logic'. This is generally defined as a set of approaches, tools, methods and skills needed for credible justification when solving managerial problems. Specifically it deals with: - the 'case-based reasoning' approach, which aims at finding the best point of view on a given problem and analysing all considered aspects within its context step-by-step in detail; - translating the tools and methods of modern logic (especially its intuitionistic version) from the language of logic into the language of management taking into account the factual content of expressive means of the language of management including the ability of their effective application; - respecting the principles of rational and ethical argumentation within managerial solutions. The second way circumvents managerial solution procedures by recasting the managerial task to the task of a scientific discipline (logic, game theory, etc.) and derives the correct result therein. In this context we talk about the use of knowledge of theoretical disciplines in management. Both of these ways are demonstrated in the work in a number of illustrative examples and the annexed case studies addressing the specific tasks of managerial practice.