Development of Doctrine,or Denial?Balthasar's Holy Saturday and Newman's Essay

Edward Oakes generalized Newman's seven tests for doctrinal development as 'internal logic' and 'developmental consistency'. Using this reduction, he claimed Newman's support for Balthasar's theology of Christ's descent into hell. In fairness to Newman and for a more adequate evaluation of Balthasar, I let Newman speak for himself. His norms are applied to both the traditional doctrine and Balthasar's. Since Balthasar's lacks all seven , it follows it is not a development of doctrine, but a corruption. Oakes' other arguments insufficiently counterbalance this deduction, while the traditional doctrine offers insights into the questions of pluralism and the salvation of the non-baptized.     

CAN AN APPEAL TO CONSTITUTION SOLVE THE EXCLUSION PROBLEM?

Abstract:   Jaegwon Kim has argued that unless mental events are reducible to subvening physical events, they are at best overdeterminers of their effects. Recently, nonreductive physicalists have endorsed this consequence claiming that the relationship between mental events and their physical bases is tight enough to render any such overdetermination nonredundant, and hence benign. I focus on instances of this strategy that appeal to the notion of constitution. Ultimately, I argue that there is no way to understand the relationship between irreducible mental events and their physical bases such as to both eliminate causal redundancy and preserve the efficacy of mental events.     

DEVELOPMENT ENGAGEMENT WITHIN AND FOLLOWING DEVELOPMENTAL ASSESSMENT CENTERS: CONSIDERING FEEDBACK FAVORABILITY AND SELF–ASSESSOR AGREEMENT

This study sought to understand employees' level of behavioral engagement in response to feedback received in developmental assessment center (DAC) programs. Hypotheses were drawn from theories of self‐enhancement and self‐consistency and from findings in the multisource feedback and assessment center literatures regarding recipients' perceptions of feedback. Data were gathered from 172 U.S. middle managers participating in a DAC program. Results suggested that more favorable feedback was related to higher behavioral engagement. When discrepancies between self‐ and assessor ratings were examined, overraters (participants whose overall self‐ratings were higher than their assessor ratings) tended to show less engagement in the program compared to underraters. However, pattern agreement on the participant's dimension profile did not significantly correlate with behavioral engagement. Based on these findings, avenues for future research are presented and practical implications are discussed.