Rostro‐caudal and dorso‐ventral gradients in medial and lateral prefrontal cortex during cognitive control of affective and cognitive interference

Characterizing the anatomical substrates of major brain functions such as cognition and emotion is of utmost importance to the ongoing efforts of understanding the nature of psychiatric ailments and their potential treatment. The aim of our study was to investigate how the brain handles affective and cognitive interferences on cognitive processes. Functional magnetic resonance imaging investigation was performed on healthy individuals, comparing the brain oxygenation level dependent activation patterns during affective and cognitive counting Stroop tasks. The affective Stroop task activated rostral parts of medial prefrontal cortex (PFC) and rostral and ventral parts of lateral PFC, while cognitive Stroop activated caudal parts of medial PFC and caudal and dorsal parts of lateral PFC. Our findings suggest that the brain may handle affective and cognitive interference on cognitive processes differentially, with affective interference preferentially activating rostral and ventral PFC networks and cognitive interference activating caudal and dorsal PFC networks.     

DIVINE NECESSITY AND CREATED CONTINGENCE IN AQUINAS

It is becoming increasingly more common in Christian theism to conclude that the classical predication of a necessary God who interacts with contingent creation is logical inconsistency. This criticism is especially made by Process theists, but joining with them have been proponents of Open theism as well as others who seek to more closely unite God with the contingency in creation. It is feared that a God who is the transcendent cause of all that exists is unable to relate to creation without necessarily determining it. Yet Thomas Aquinas was not unaware of the potential difficulty in maintaining both a necessary God and created contingency and postulated a solution to the dialectic that fits comfortably within the classical synthesis. This paper examines Aquinas' solution against the charge of incoherence and finds that far from being inconsistent, it coherently succeeds in reconciling the dialectic.     

A MINOR MATTER? THE FRANCISCAN THESIS AND PHILOSOPHICAL THEOLOGY1

The Franciscan thesis maintains that the primary motive of the Incarnation is to glorify the triune God in the person of Jesus Christ: though Christ atones for human sins, his coming isn't relative to our need for redemption but rather has an absolute primacy. The Franciscan thesis is sometimes associated with the counterfactual claim that Christ would have come even if humans hadn't sinned. In recent work on the Franciscan thesis, an attempt is made to prove the counterfactual claim on the basis of a purely logical argument drawn from the writings of Bl. John Duns Scotus. After showing that this proof fails, I construct an axiological argument for the Franciscan thesis that disentangles it from unsubstantiated counterfactual claims while respecting the subtle interplay between natural and revealed theology. I then provide a metaphysical interpretation of the axiological argument that builds upon Scotist notions. Seen through this interpretive lens, Scotus's logical argument can be understood not as attempting to prove a counterfactual claim but as articulating Scotus's vision of what is required of any created order that is radically contingent on God's will yet perfectly glorifies its Creator. Thus understood, the Franciscan thesis challenges a powerful and influential picture in philosophical theology.     

Military leaders and followers – do they have different decision styles?

There are five different, although not mutually exclusive, styles exhibited by military officers when making decisions: rational, intuitive, dependent, avoidant, and spontaneous ( Scott & Bruce, 1995 ). The purpose was to investigate if elected leaders of military planning teams had a different configuration of decision-making styles than their team members. Participants were 98 army captains organized in 16 brigade-level planning teams. The results indicate that team leaders tended to be more spontaneous and less rational, dependent and avoidant in their style configuration than their team members. One possible explanation is that the style configuration exhibited by many of the elected leaders comes through to others as forcefulness and decisiveness and that such a profile is in line with a general leadership culture. The results also provide support for the General Decision-Making Style inventory as a measurement of decision styles, because they suggest that the self-reports coincide with displayed, observable behavior.