Human resource development practice extends beyond training to the broader and more visionary role of facilitating learning for individuals, teams, and organizations. Designers of learning organizations seek to increase overall learning capacity, create ongoing adaptive capacity, and build autonomy and empowerment. (SK)

Presents three exercises that deal with issues in communication: (1) icebreaking techniques for seminar groups, including individual, pair, and small group formats; (2) a workshop that stresses cooperative groupwork, including competitive teams; and (3) a workshop that encourages assertiveness in learning situations and discusses submissiveness,…

Focuses on gendered modes of collaboration in a chemical engineering design course. Identifies three modes of collaboration (dialogic, asymmetrical, and hierarchical) and suggests that the first two are liberating, whereas the third is oppressive. Illustrates these modes by describing the collaborative interaction of two groups of students. (SR)

Student suicide is a most painful and potentially disruptive event. All schools need a crisis plan that will shore up students and faculty, provide timely intervention, intervene with parents, establish communication guidelines, involve the community, and get the school back on course. A sidebar discusses suicide prevention programs' effects on…

Describes the Team Instructional Prescriptions (TIP) theory, which was developed to synthesize team training research into an integrated theory that defines instructional outcomes and conditions and prescribes instructional methods. Literature concerning team training is reviewed, and three models are explained that incorporate team development…

The LIFE SPAN geriatric interdisciplinary curriculum trains health occupations students in team dynamics, problem solving, assessment, and care planning to prepare them for interdisciplinary teams that provide holistic health care for older adults. (SK)

Summarizes results of a study conducted in several elementary schools to determine how extraordinary principals guide the educational change process. Principals' interview responses were categorized into four interactive domains: principals' roles, teachers' roles, the change process, and contextual factors. Findings affirm the key role of…

A model of academic faculty/health professional collaboration includes assessment/goal setting, determining collaborative fit, resource identification, refinement/implementation, and evaluation. It is based on concepts of social exchange, negotiation, role differentiation, and trust. (SK)

Two methods for training health professionals to work on interdisciplinary gerontology teams are structured journals in which students record observational, theoretical, and methodological notes during experiential learning and team development inventory, which uses a semantic differential format to measure reactions and attitudes to working as a…

Discusses research findings that show that teacher-librarians collaborate more with teachers when they are on flexible schedules and the principal expects team planning. (LRW)

Explains how a team cleaning approach can be cost-effective and efficient means of school maintenance. Assigning staffing responsibilities and work schedules are addressed and the advantages of using a team system are explained. (GR)

Academically sound methods for preparing students for standardized tests include establishing tests' importance, forming preparation teams, gathering information, aligning curricular and test objectives, teaching test-wiseness skills, informing stakeholders, involving students in preparation plans, infusing curriculum with test content, and…

Information is a commodity; those who are most successful can efficiently access it, critically evaluate and interpret it, and effectively and ethically apply it. Through collaboration, teachers and media specialists show students the connections between learning processes and how to apply them to problem solving or decision making. (MLH)

A study examined the changes in team membership for 18 students with deaf-blindness from 1994-95 to 1997-98. Findings highlight the many people who are involved in each student's education and the high level of turnover among professional staff. Implications for managing changes in team membership are discussed. (Author/CR)

Business administration students (n=116) described their best and worst teamwork experiences. They learned more when all members cooperated and felt accountable. Good experiences were associated with clearly expressed expectations, team longevity, and self-selection in assignments. Peer evaluations were associated with bad experiences. (SK)