Examines the dynamics of unemployment in terms of job loss and job search. Compares job loss to the grieving process and job search to burnout. Describes counseling strategies for people at various stages in the unemployment process. (Author)

Reviews the student services evaluation literature and presents a metamodel for selecting evaluation models. The metamodel is based on the comparison of the common dimensions of all evaluation models. Identifies five common dimensions that collectively determine the usefulness of any evaluation model. (RC)

Institutional policies and practices aimed at developing university teaching are analyzed according to various theoretical perspectives that seek to explain why some innovations are successful and others are not. The role of academic staff in supporting such development is examined. (Author/MLW)

The seven-step Concerns-Based Adoption Model (CBAM) outlines the stages people move through when adopting an innovation. The 4Mat System applies learning style research and research on brain dominance to teaching practices. When combined, the two systems form a comprehensive model for staff development. (PGD)

Presents a systematic model for training student counselors to make advanced influencing skills such as confrontation. Describes a videotape training package that integrates cognitive structures and counselor performance through rehearsal and immediate feedback so that counselors-in-training can move comfortably into a more active helping…

Program evaluation is seen as an organized process of collecting and disseminating information to assist administrators and faculty in making judgments about the value of academic departments and programs. The decision-making process depends upon the network of people designed to implement the system of program evaluation. (MLW)

The goal model is appropriate for evaluating effectiveness in complex service organizations because there are measurable outputs. An empirical method is provided for the identification and measurement of organizational goals. Perception of effectiveness could be improved if goals were made to coincide with the desires of user groups. (DWH)

Describes the Science Activity Teaching model, which incorporates five teacher managerial behaviors into a model with these subcomponents: focus activity, student instructions, student group activity, synthesizing, and evaluation. This plan provides for the development of fate control, language formation, and social skills. (CS)

Traces the history of military efforts to systematize the design, development, installation, and operational training for a weapons system and discusses the current status of criterion referenced instruction in Army training programs. Steps being taken to remedy identified problems are described. (MER)

Reviews research using Leader Match. Indicates that evidence for the model is unconvincing because of lacking criteria on leader effectiveness. A second article identified and examined problems with using the Least Preferred Co-Worker score (LPC) in Leader Match. Normative procedures created bias toward categorization as a high LPC individual. (RC)

Portfolio assessment, designed after the model disseminated originally by the Cooperative Assessment of Experiential Learning (CAEL) project, has become the assessment technique of choice in prior learning programs as well as the foundation for adult degree programs. Innovations and changes in the assessment process are discussed. (Author/MLW)

The consumer of a service is of primary importance when defining groups most concerned with program impact. Program effectiveness for the consumer may be increased through the use of certain guiding principles based on the extension of existing quality assurance and program evaluation methodologies. (Author/RL)

Explains how to debrief students after participation in simulation and/or other educational games. Debriefing should increase students' ability to experience, identify, analyze, and generalize. (Author/DB)

Presents a model for a creative art lesson which uses a mediational approach to modifying creative behaviors. Students learn vicariously through first observing a model demonstrate the complete learning experience. (Author/SJL)

The authors present an alternative model for training in organizational development (OD) which differs from other such models by being eclectic, inexpensive, and applicable to participants with varying degrees of experience. A design for a training laboratory is elaborated and related to theories about OD and about learning processes. (SK)