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)

After criticizing traditional inservice programs that rely on hastily prepared presentations by outside experts, the author proposes a two-part plan for a comprehensive ongoing inservice program based on needs assessment and close cooperation with a local university. Part II will appear in the November 1981 issue. (SJL)

This case history describes intervention techniques used with a nine-year-old male with behavior problems. The procedures used were classroom observation and teacher consultation; drug (Ritalin) withdrawal; direct consultant intervention; and class change and follow-up. (MH)

Two organization development consultants describe and evaluate the two basic consulting methods, the process-consultation model and the doctor-patient model, and provide "readiness" criteria checklists for both the client and patient models. They state that each consulting approach has its place, depending on situational factors. (MF)

Offers a performance appraisal process for client and consultant to shape the way they work together. The process includes recruitment and marketing/proposal development, selection and acceptance procedures, setting objectives and determining performance standards, and incorporation of a continuous performance review. Checklists for managing…

A pilot study was designed to investigate two needs assessment approaches: social indicators analysis and key informants surveys. Results showed that social indicators analysis was a valid method of assessing human service needs at a general level. (MH)

Describes one education department's structural approach to utilizing existing student resources at no cost in a counselor training program. This external linkage system uses the students from five existing courses within one counselor education department. (Author)

Discusses the cognitive developmental approach in moral education and describes a program in the Cluster School in Cambridge, Massachusetts. The authors challenge counselors (as consultants) to become deliberately involved in the values and moral growth of students. (Author/CC)

Published articles that have appeared in four APGA journals during the past 21 years provided the basis for this review. General trends in each journal and a developmental history of the consultation movement are presented. A serious gap is noted between theory and practice of consultation in schools. (Author)

Suggests that reading specialists can be the change agents needed to bring reading research information to teachers in a practical manner. (MKM)

Presents an annotated checklist that reading specialists can distribute to all teachers describing services that the reading specialist can perform. (MKM)

Discusses some guidelines for effective persuasion derived from the research literature. Illustrates these guidelines' application to problems of consultation and focuses on three broad tasks that a persuader faces: identifying the potential bases of resistance, constructing effective messages aimed at such bases, and following up after the…

Stanford University (California) restructured its legal services office, for both cost containment and service improvement, by outsourcing legal work. The new system consists of a smaller in-house legal staff, for largely preventive work (academic and medical affairs, policy formation), and contracts with three outside law firms to work in…

Two African American women college teachers who have achieved success in consulting and entrepreneurship are offered as illustrations of a growing trend among faculty. Faculty with technical knowledge find satisfaction in the appreciation of their skills outside the classroom, and are commonly employed part-time or for a short term or have their…

Emphasizes the importance of effective communication at the outset of the instructional technologist/training client relationship. Discusses using the basic taxonomy of client types and entry strategies for the following different types of clients: theorist, expert, novice, practitioner, and generalist. Includes a sample self-assessment form. (AEF)