Problem Solvers Adjust Cognitive Offloading Based on Performance Goals

When incorporating the environment into mental processing (cf., cognitive offloading), one creates novel cognitive strategies that have the potential to improve task performance. Improved performance can, for example, mean faster problem solving, more accurate solutions, or even higher grades at university.¹ Although cognitive offloading has frequently been associated with improved performance, it is yet unclear how flexible problem solvers are at matching their offloading habits with their current performance goals (can people improve goal‐related instead of generic performance, e.g., when being in a hurry and aiming for a “quick and dirty” solution?). Here, we asked participants to solve a cognitive task, provided them with different goals—maximizing speed (SPD) or accuracy (ACC), respectively—and measured how frequently (Experiment 1) and how proficiently (Experiment 2) they made use of a novel external resource to support their cognitive processing. Experiment 1 showed that offloading behavior varied with goals: Participants offloaded less in the SPD than in the ACC condition. Experiment 2 showed that this differential offloading behavior was associated with high goal‐related performance: fast answers in the SPD, accurate answers in the ACC condition. Simultaneously, goal‐unrelated performance was sacrificed: inaccurate answers in the SPD, slow answers in the ACC condition. The findings support the notion of humans as canny offloaders who are able to successfully incorporate their environment in pursuit of their current cognitive goals. Future efforts should be focused on the finding's generalizability, for example, to settings without feedback or with high mental workload.     

Beyond Political Theology and its Liquidation: From Theopolitical Monotheism to Trinitarianism

One of the central theological challenges facing Erik Peterson was to help the mid‐twentieth century Catholic Church define its relationship with the wider world. He responded by advancing a distinctive understanding of the ‘polis.’ In this essay, I critically analyze Peterson's central and perhaps best known proposal about how the Church ought to negotiate the modern world — encapsulated in his expression, the ‘liquidation of political theology.’ I contend that Peterson's proposal is not congruent with a right understanding of patristic trinitarian monarchy, although a view that stands in sharp contrast to that of Carl Schmitt. Notwithstanding the effectiveness of Peterson's critique of Schmitt's political theology, I argue that Peterson nonetheless fails in his exposition of the thought of Gregory of Nazianzus and therefore in his interpretation of the role of the Church in what we have learned to call the ‘political’ and the ‘social.’ I conclude by outlining several ways that the Church today might take up the challenge of regaining a truly political thought, a new ekklesioteia, nourished by the monarchy of the triune God.     

Cultural Intelligence and International Leadership Potential: The Importance of Contact for Members of the Majority

Integrating distinctiveness theory and contact theory, we develop a conceptual model proposing that prior intercultural contact has mediated effects on international leadership potential via cultural intelligence—but that these effects are stronger for majorities. Results of two samples of working adults, using both self‐report (n= 441, Study 1) and matched employee‐observer (n= 181, Study 2) data provide strong support for the model. Cultural intelligence mediates the effects of prior intercultural contact on international leadership potential. Further, moderated mediation analyses demonstrate that cultural intelligence mediates the relationship between prior intercultural contact and international leadership potential for majorities, but not for minorities. The current study offers contributions to theory and practice in at least two ways. First, the proposed model is theoretically important because it provides a more complete picture of predictors of international leadership potential and it reconciles prior inconsistent findings by showing the mediating role of cultural intelligence and moderating role of minority status. Second, the study adds to the increasing evidence suggesting that prior intercultural contact and cultural intelligence are meaningful criteria for developing international leaders. More important, results show that prior intercultural contact is especially important for majorities.