scholarly journals HACIA UNA SINODALIDAD DIOCESANA: EL OBISPO DIOCESANO COMO LEGISLADOR

2021 ◽  
pp. 5-22
Author(s):  
Giampiero Gambaro

De las formas históricas de asambleas eclesiales y de la teología del pueblo de Dios se identifican los fundamentos de las actitudes y de los comportamientos, así como los actores y los procedimientos necesarios para que el evento sinodal sea la repraesentatio Ecclesiae, la representación del cuerpo de Cristo verdadero. La Eucaristía, fuente y culmen de la vida cristiana, ofrece un modelo para el evento sinodal. El consenso de los fieles, articulado en las distintas figuras, es condición para una auténtica recepción de las decisiones doctrinales y disciplinares. El obispo diocesano está “en el sínodo”, es miembro calificado y forma parte de él con funciones muy precisas, entre ellas, la de ejercer la autoridad legislativa. El camino sinodal lleva a la Iglesia a través del proceso de decision making hacia el momento del decision taking e involucrando el obispo para que pueda ser testigo de cuanto decía san Agustín: “Vobis enim sum episcopus, vobiscum sum christianus. Illud est nomen suscepti officii, hoc gratiae; illud periculi est, hoc salutis” [Para ustedes soy obispo, con ustedes soy cristiano. Aquel es el nombre de un oficio confiado, este de la gracia; aquel del peligro, este de la salvación].

Crowdsourcing ◽  
2019 ◽  
pp. 285-299
Author(s):  
Paulo Garrido

The goal of this chapter is to describe a set of concepts for the design of information systems supporting the global decision process in an organization from a management point of view. Managers are responsible for decisions that are crucial for the success of the organization. Supporting decision taking by management in an integrated way means to support the global decision process of the organization and increase its efficiency and resilience. The system is envisaged so that i) each manager has available a decision dashboard to support the flux of decision-making for which he or she is responsible; ii) the dashboards also allow managers to crowdsource from non-managers different aspects of decision iii) the dashboards are connected in a conversational network; iv) this conversational network is so structured to support the global decision process of the organization.


Author(s):  
Paulo Garrido

The goal of this chapter is to describe a set of concepts for the design of information systems supporting the global decision process in an organization from a management point of view. Managers are responsible for decisions that are crucial for the success of the organization. Supporting decision taking by management in an integrated way means to support the global decision process of the organization and increase its efficiency and resilience. The system is envisaged so that i) each manager has available a decision dashboard to support the flux of decision-making for which he or she is responsible; ii) the dashboards also allow managers to crowdsource from non-managers different aspects of decision iii) the dashboards are connected in a conversational network; iv) this conversational network is so structured to support the global decision process of the organization.


2012 ◽  
Vol 4 (2) ◽  
pp. 23-36 ◽  
Author(s):  
Tadeusz Krupa ◽  
Teresa Ostrowska

Abstract The article is dedicated to the modelling of the essence of decision-taking processes in flat and hierarchical decision problems. In flat decision problems particular attention is drawn to the effectiveness of strategies in seeking decision variants on solution decomposition trees, taking into account the strength of their predefined contradictions. For hierarchical decision processes, the issue of iterative balancing of global (hierarchical) decisions is expressed, based on the valuation of the significance of flat decisions.


2018 ◽  
Vol 41 ◽  
Author(s):  
Patrick Simen ◽  
Fuat Balcı

AbstractRahnev & Denison (R&D) argue against normative theories and in favor of a more descriptive “standard observer model” of perceptual decision making. We agree with the authors in many respects, but we argue that optimality (specifically, reward-rate maximization) has proved demonstrably useful as a hypothesis, contrary to the authors’ claims.


2018 ◽  
Vol 41 ◽  
Author(s):  
David Danks

AbstractThe target article uses a mathematical framework derived from Bayesian decision making to demonstrate suboptimal decision making but then attributes psychological reality to the framework components. Rahnev & Denison's (R&D) positive proposal thus risks ignoring plausible psychological theories that could implement complex perceptual decision making. We must be careful not to slide from success with an analytical tool to the reality of the tool components.


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 38 (01) ◽  
pp. 46
Author(s):  
David R. Shanks ◽  
Ben R. Newell

2014 ◽  
Vol 38 (01) ◽  
pp. 48
Author(s):  
David R. Shanks ◽  
Ben R. Newell

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