Purpose: This paper aims to provide an overview of the development of learning organization concepts from the perspective of Nancy Dixon, who has been at the forefront of the learning organization discussion since the 1980s. Design/methodology/approach: Through a conversation with Dixon, and a scan of some of her works, this paper discusses…

This invited commentary includes observations about the article "Building Local Capacity for Training and Coaching Data-Based Problem Solving with Positive Behavior Interventions and Support Teams," published in the July 2011 issue of the "Journal of Applied School Psychology." In this article Newton and colleagues present an interesting field…

Storyboarding techniques are useful for teams faced with creative and problem-solving tasks. Four types are planning, idea, organization, and communication boards. Each type requires a creative thinking (brainstorming) session and a critical thinking session to evaluate ideas and determine their usefulness. (SK)

Suggests that long-term vision, commitment of sufficient time and money, adequate planning, and sufficient training and coaching are necessary for the success of teams. In addition, teams must be responsible for solving their own problems. Offers recommendations for a number of problems and situations that often arise. (JOW)

Describes "Take Five," a group brainstorming activity that can be adapted to different time constraints, numbers of participants, and types of participants. Gives examples of uses to which the technique can be put. (SK)

When faced with conflict, people respond in one of three styles: dominating, appeasing, or cooperating. Teaching students to recognize styles and choose appropriate responses can help them deal with conflict in the workplace. (SK)

Action Reflection Learning uses group activities to develop critical reflection skills. Because learning takes place in teams working on real-world problems, it can lead to systems change and organizational capacity development. (SK)

Explores attitudes, values, and behavior needed to be an effective member of an action learning team, including group process skills and problem-solving approaches. (SK)

Suggests a team approach for effectively and efficiently providing services for postsecondary students with disabilities. Reviews various teaming concepts and presents a framework for a postsecondary disability problem-solving team. (Author/JOW)

Describes differences between total quality management and self-directed teams in terms of job design, decision making, flexibility, supervision, labor relations, quality, customers, and training. Offers suggestions for which method to choose when. (SK)

Used correctly, teams can increase productivity, raise morale, and spur innovation. Tips for effective teams include using the right team to do the right job, creating a hierarchy of teams, building an atmosphere of trust, and addressing interpersonal issues. (SK)

The collaborative consultancy role proposed for the educational technologist requires moving beyond the linear model of the systematic approach. Instructional developers need to operate on the conceptual level, to see themselves as problem solvers within a dynamic system in which there are no straight paths, but instead, many paths and many…

The author attempts to show the value of using actual work problems as vehicles for development of management teams. The use of such diagnostic methods as repertory grids and identity matrices is described. Two case studies of situations in which the approach was applied are given in detail. (SK)

The article examines assumptions associated with prereferral interventions of consultation and informal problem-solving teams with at-risk students. Critical analyses of the benefits and limitations of both the consultation and informal problem-solving team approaches are offered, and alternative conceptions of prereferral practices are then…

Self-directed teams (SDTs) are small groups of employees responsible for an entire work process or segment, expected by some to be the workplace wave of the future in terms of organization and peak performance. SDTs work to improve their operation or product, plan and control their work, and handle day-to-day problems. (JOW)