“ADMINISTRATIVE CONSTITUTIONALISM”: CONSIDERING THE ROLE OF AGENCY DECISION-MAKING IN AMERICAN CONSTITUTIONAL DEVELOPMENT

2021 ◽  
Vol 38 (1) ◽  
pp. 109-129
Author(s):  
David E. Bernstein

AbstractThe last decade or so has seen an explosion of scholarship by American law professors on what has become known as administrative constitutionalism. Administrative constitutionalism is a catchphrase for the role of administrative agencies in influencing, creating, and establishing constitutional rules and norms, and governing based on those rules and norms. Though courts traditionally get far more attention in the scholarly literature and the popular imagination, administrative constitutionalism scholars show that administrative agencies have been extremely important participants in American constitutional development. Section I of this essay identifies three different versions of administrative constitutionalism—(1) Engagement with Existing Constitutional Doctrine; (2) Resolving Questions of Statutory Meaning that Implicate Constitutional Questions; and (3) Shadow Administrative Constitutionalism—and provides examples from the scholarly literature to illustrate these distinct manifestations of administrative constitutionalism. Section II of this essay discusses the normative turn in administrative constitutionalism scholarship. Much of this normative literature is implicitly or explicitly premised on the notion that agencies are more likely to pursue progressive goals than are other government actors. Section III of this essay disputes the notion that agency constitutional decision-making is “democratic” and that agencies are naturally inclined to serve progressive goals. Finally, Section IV of this essay notes that scholars who support broad agency autonomy to work out and enforce their own constitutional visions have failed to consider how their work fits in with the economic and political science literature on agency behavior. One can predict, based on that literature, that agencies given broad autonomy under the guise of administrative constitutionalism will primarily be inclined to expand their scope and authority at the expense of countervailing considerations.

2020 ◽  
Vol 6 (1) ◽  
pp. 258-260
Author(s):  
Chaula Luthfia Sukasah ◽  
Indri Aulia ◽  
T. Fadli Nazwan Sani

Background : A Surgeon should have good leadership. Leadership plays an important role in improving health services. Leadership can shape a better future.  Method : A literature search was conducted in November 2019. Related keywords were applied to Pubmed, Medline, and SCOPUS for studies published in the last five years. Relevant research is taken to be used as the discussion material. Result : The key to surgical leadership is collaboration and cooperation, humanism and mentorship, and operational efficiency. Conclusion: Effective leadership in a surgical team has the following characteristics: (1) Defines the role of a leader clearly, especially in critical situations; (2) Leadership style that suits the clinical situation; (3) Clear directions to team members; (4) Consistently seeking input from team members; (5) Involving members in decision making.


Author(s):  
Colin Holloway ◽  
Richard L. Wiener

Abstract: American law requires jurors to impartially evaluate information presented during trial to render a just verdict based primarily—if not solely—on relevant facts of the case. These expectations leave little room for emotion-driven subjective evaluations, fostering instead an expectation of juror objectivity, which serves as a foundation for a fair and just legal system. The legal community acknowledges the potentially deleterious effect that emotion can have on juror objectivity. Yet the response, which relies on procedural safeguards to prevent against affect infusion, is limited by a lack of understanding of the depth with which emotion directs information processing, motivates judgment, and ultimately drives decision-making. This chapter summarizes theories of emotion and decision-making, applies emotion research findings to a legal scenario to challenge the assumption of juror objectivity, and proposes a system that recognizes and accounts for the variety of ways affect impacts jury decision-making.


2018 ◽  
Vol 41 ◽  
Author(s):  
Kevin Arceneaux

AbstractIntuitions guide decision-making, and looking to the evolutionary history of humans illuminates why some behavioral responses are more intuitive than others. Yet a place remains for cognitive processes to second-guess intuitive responses – that is, to be reflective – and individual differences abound in automatic, intuitive processing as well.


2014 ◽  
Vol 21 (1) ◽  
pp. 15-23 ◽  
Author(s):  
Helen Pryce ◽  
Amanda Hall

Shared decision-making (SDM), a component of patient-centered care, is the process in which the clinician and patient both participate in decision-making about treatment; information is shared between the parties and both agree with the decision. Shared decision-making is appropriate for health care conditions in which there is more than one evidence-based treatment or management option that have different benefits and risks. The patient's involvement ensures that the decisions regarding treatment are sensitive to the patient's values and preferences. Audiologic rehabilitation requires substantial behavior changes on the part of patients and includes benefits to their communication as well as compromises and potential risks. This article identifies the importance of shared decision-making in audiologic rehabilitation and the changes required to implement it effectively.


2011 ◽  
Author(s):  
Gergana Y. Nenkov ◽  
Deborah MacInnis ◽  
Maureen Morrin

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