Deciphering Authenticity or Inauthenticity in People or Things (Matt. 7:15-20): Key to Understanding the Igbo Concept “Onebunne” (Published)
Authenticity is the greatest virtue that is eluding humanity today and inauthenticity has invaded all aspects of human vocations and carriers. This is why Jesus was primarily against the Pharisees, Scribes, and it was the fundamental reason he calls them, “blind guides” and even “hypocrites” (Matt. 23). Yet, in the eyes of the Jews, the Pharisees, Chief Priests and Scribes are the best. They pretentiously behave as if they are the best. In the same way, our society today is filled with pretentious men and women. The implication is that among politicians, civil servants, clergymen and women, medical doctors, Christians and non-Christians, Muslims and non-Muslims, lawyers, and others, there exists authentic ones and inauthentic ones. The worst is that the inauthentic most often resembles the authentic hence deceptions are everywhere even in the assembly of believers. That is why Jesus in his wisdom warned his disciples to beware of false prophets who come to them in sheep’s clothing, but inwardly they are ravening wolves (Matt. 7:15). The problem is, how does one know and distinguish the counterfeit from the original since they look alike? This paper aims at understanding the Igbo concept of “Onebunne” in the context of deciphering false prophets from authentic prophets through their fruits. Textual Criticism and Thematic Interpretative method of exegesis were used both in the interpretation of Matt. 7:15-20 and the concept “Onebunne”. Significantly, this paper will be very relevant to all Igbos and non-Igbos for it exposes the full import of the concept “Onebunne.”
Citation:Ezeogamba, Anthony Ikechukwu (2021) Deciphering Authenticity or Inauthenticity in People or Things (Matt. 7:15-20): Key to Understanding the Igbo Concept “Onebunne”, Global Journal of Arts, Humanities and Social Sciences, Vol.9, No.8, pp.33-45
Educating and engaging museum audience in contemporary times have become imperative considering the increasing persistent information society which has brought about the need for museums to utilize new methods of disseminating information. Digitisation therefore has become the new instrument for access and preservation in museums but can be perceived as a threat to authenticity. Loss of authenticity of artefacts through reproduction could result in the loss of connection between the audience and the artefacts otherwise known as aura. The object value with respect to authenticity and aura will be discussed in this paper in relation to digitisation. A theoretical approach will be used in exploring how authenticity can be used as a tool to validate digitisation of artefacts used in the representation of culture.
This study examines the relationship between organizational resilience and the following predictors: openness, trust, authenticity, and proaction. The predictors were derived from Flach’s (1988), Weick’s (1993), and Malak’s (1998) sources of organizational resilience. The rationale for this study is based on the overwhelming support from the literature that organizations must become resilient if they hope to survive environmental turbulence (see Doe, 1994; Horne, 1997; Lengnick-Hall & Beck, 2009; Kerr, 2016; Livingstone, 2016). To achieve the objectives of the study, data was collected from employees of higher education institutions in the Philippines. Of the 779 instruments distributed, only 267 instruments were used due to incomplete instruments, outliers, normality, and other considerations. A path analysis was used to deduce whether the hypothetical model developed from the literature represents the reality. The results suggest that openness, trust, authenticity, and proaction explain 47% of the variation in organizational resilience. Further, evidence also suggest that proaction has the highest effect on organizational resilience although it was highly influenced by trust. Finally, a predictive model (structural equation model) which was different from the hypothesized model was achieved in terms of model fit and significant relationships. A major contribution of this study is the pinpointing of the substance of organizational resilience—that reservoir of vulnerability that is grown by an organization through trust—rather than defining it by what organizations are able to do because it has resilience—bouncing back from or absorbing adverse consequences. This paper discusses the results of the study, the implications for managers, and the recommendations for further research