Interviews in four worksites with tiling teachers, educational planners, human resources officers, and off-campus trainers found that learning was strongly influenced by the nature of the work and workplace. However, only some of the learning networks fit the concept of communities of practice; other conceptualizations are needed to reflect the…

Two organizational problem situations were worked on by 61 teams in 4 conditions: (1) controls, (2) traditional process (goal clarity, commitment, decision making), (3) team learning (assumption surfacing, dialog, reflection), and (4) combined 2 and 3. Team learning produced significantly more double-loop learning. Controls achieved more…

Erik Weinhenmayer, the first blind man to reach the summit of Mount Everest, shares what he has learned about teamwork, leadership, and overcoming limitations. (GCP)

Identifies the major activities involved in collective bargaining and defines the differences between collaborative, win/win bargaining and adversarial bargaining. Key elements of collaborative bargaining include trust-building, respect, clear and continuous communications, avoidance of "one upmanship" games, mutual problem-solving…

Presents a team-building model using the Myers-Briggs Type Indicator and female/male developmental theory. Concludes that effective team building is a critical aspect of management and the concept of appreciation of differences through understanding personal types and female/male developmental issues adds dimensions to team building. (Author/ABL)

Before meeting with top-level administrative staff, a newly appointed superintendent should devise some working principles, such as disclosing management style, reviewing staff job responsibilities, meeting privately with each team member, listing school system problems and priorities for handling them, holding regular staff metings, delegating…

Describes process that six counselor trainees and two supervisors used with treatment and observation teams to examine their own coevolution as a therapeutic system using the Milan model of family therapy and Ericksonian hypnotherapy. Concludes with a discussion of advantages and pitfalls of this type of dual supervision. (Author/ABL)

Regardless of budget or institutional reputation, building a good college admissions team requires careful attention to four elements: philosophy, hiring, training, and performance. The result is productive, proficient, and pleasurable. (MSE)

Suggestions and tools for arranging an effective classroom are presented to help teachers reflect on how their classroom's "geography" and "climate" help or impede learning and teaching. (CB)

This article is concerned with effective teacher training programs that develop educators as computer science professionals and also expose them to the methodologies of teaching computer science. It describes one program that utilized a team project approach to teach advanced computing concepts and discusses results of the program. (LZ)

The business case for diversity is tied to competition, demand for labor, and imperatives to reorganize work. Through diversity, talent can be mobilized into teams, adding value and relying on differences for competitive advantage. (SK)

Introduces and presents three articles addressing the topic of acquisitions management from the perspective of the acquisitions librarian, administrator, and systems librarian. The need for a collaborative approach to the design, development, and creation of acquisitions management reports is emphasized. (JKP)

Expert facilitators combine both diagnostic and intervention skills in eight domains: group development, goals, roles, communication, meeting management, decision making, problem solving, and conflict management. Most people can develop group facilitation skills. (SK)

Contains citations and abstracts of 17 articles from U.S. and British journals on job performance, productivity, and motivation. (SK)

Criticizes Belbin's team role theory on the basis that roles are appropriate only in static organizations. Argues that most teams have no set roles and members interchange them. Suggests that all team members be trained to manage teamwork effectively. (SK)