Introduction

Knowledge, Technology &; Policy -     

Breathing New Life Into the World‐Soul? Revisiting an Old Doctrine Through the Lens of Current Debates on Special Divine Action

Nicholas Saunders’ 2002 book Divine Action and Modern Science remains among the most significant and widely‐cited recent contributions to the literature on special divine action (SDA). One of the tasks he takes up in that work is to critique a wide assortment of models of SDA, including that of Grace Jantzen. Her account employs the panentheistic notion that the physical universe is related to God in a manner closely analogous to the way in which a human body is related to the human mind—that is, the cosmos is God’s body. And just as we humans can exercise basic actions on and with our bodies without violating the laws of nature, God can exercise basic action on parts of the cosmos without such violations, thereby providing a workable non‐interventionist model of SDA. Saunders critiques this model on both philosophical and theological grounds, and moves on to consider another: the idea that God never acts directly on the cosmos, but instead interacts with the world by influencing human minds, which influence needn’t involve the violation of laws. This model too comes in for heavy criticism. In this essay I suggest a way of retaining important aspects of both of these accounts while sidestepping the criticisms levelled by Saunders. This can be done by reviving an idea sympathetically entertained by such notables as Plato, several early Church fathers (including Augustine), and Isaac Newton: that of a World‐Soul distinct from God.     

The effect of head turn on auditory asymmetry

In two experiments, right-handed men and women were tested for ear differences in report of dichotically presented digits, with their heads straight ahead, turned 90 degrees to the left, and turned 90 degrees to the right. In Experiment 1, head turn was controlled simply by asking the subjects to fixate an appropriately located point; a right-ear advantage occurred under all conditions of head turn among the men, but only in the head-straight condition among the women. In Experiment 2, head turn was controlled by having the subjects direct a flashlight attached to their heads toward the fixation point. This eliminated the right-ear advantage under all head conditions for the men, but for the women the right-ear advantage was, if anything, more pronounced when their heads were turned than when straight. These results suggest that auditory asymmetry depends in part on whether space is perceived as divided into left and right sides, and in part of the balance between spatial and verbal requirements. Both factors, and the asymmetry itself, may interact with sex.     

A qualitative study of leader behaviors perceived to enable salesperson performance

Abstract

This study builds on and extends previous sales leadership research by exploring sales professionals’ perceptions of effective leadership behaviors. Semistructured interviews with both sales leaders and salespeople working in a global enterprise software company were examined through a qualitative analysis. Results indicated that participants believed sales leadership played an important role in influencing sales performance. When asked to describe specific sales leader behaviors that best enable salesperson performance, sales professionals – both sales leaders and salespeople – overwhelmingly referenced coaching, followed by collaborating, championing, and customer engaging. We define and describe these four key sales leader behaviors and identify four potential mediating variables (trust, confidence, optimism, and resilience), from which emerges a conceptual framework of sales leader behaviors perceived to enable salesperson performance. We examine these four key sales leader behaviors and mediators in the broader context of leadership theory, particularly transformational, servant, authentic, and adaptive leadership theories. The key contribution of this study is the identification of a set of leader behaviors that are likely to be especially effective in modern sales organizations given that they originated from the perceptions of sales professionals themselves.