Examines trainers' perceptions that head teachers present more problems as learners than other groups of managers. Partly because of professional isolation, secondary head teachers seem to have great difficulty with trainers' authority. Head teachers are frequently judgmental and resistant to experiential learning and personal change processes.…

Learning from job experiences is essential for every manager's development. Managers learn best from challenging experiences, when employing a variety of learning experiences, and when employing strategies that coordinate what they want to learn with challenges likely to teach these lessons. Becoming a more versatile learner is essential. There…

Change is hard work, even when we are convinced it is worth the effort. Teachers are expected to change without clear explanations or evidence of how the changes will benefit them or their students. Meaningful change is most likely to occur when teachers' beliefs, feelings, and personality are taken into consideration. This book applies the latest…

Describes development and design of the University of Delaware's faculty development program, which uses a variety of technology applications and resources to encourage individual exploration of technology, develop teamwork skills, adapt to fast-changing content, accommodate diverse learning styles, use asynchronous communication options, provide…

This training module for inexperienced elementary classroom assistant teachers provides information on what their job consists of, what is occurring in American elementary schools, and possibilities for paraeducators. The 12 chapters are: (1) "Who Are You?"; (2) "Are You Qualified?"; (3) "What Can You Expect?"; (4) "What about Instruction?"; (5)…