Much-needed initiatives to treat the immediate and long-term consequences of child abuse and neglect are costly. To address steadily growing needs cost-effectively, federal programs increasingly require community agencies to collaborate in providing services to children, youth, and families. Moreover, policymakers increasingly aim to capture the…

This instructor's edition provides an overview of Problem-Based Learning (PBL). PBL organizes students into teams that work on projects to achieve the learning objectives embedded in each PBL project. The focus of this PBL project is managing technological change. The project is structured around a high-impact problem--one that has the potential…

This report describes Missouri's Blueprint for Higher Education and the strategies that will achieve the system's goals of access, quality, and efficiency. One goal is to ensure financial access to an affordable system of higher education, with universal access to the 13th and 14th years of education. Strategies include: (1) identifying student…

Argues that the reputation of education research is simultaneously worse--and better--than most have assumed and that some efforts recently initiated suggest a strategy for improving the situation. Efforts to stimulate research syntheses on significant education problems are highlighted. (GR)

States that "bifocal vision" allows workers to commit to a plan yet adapt to changes in business environment. Finds that written and oral communication are essential to the success of any strategic plan and that communication skills make technical communicators valuable corporate assets. Advocates introducing technical communication…

Describes development of strategic objectives at the Research, Development, Test, and Evaluation Division of the Naval Command, Control and Ocean Surveillance Center (NRaD). Discusses its plan to achieve these objectives. States that the organization's responsibilities span the continuum of information using technical communication skills. Uses…

Defines program implementation and discusses its implications. Describes eight components of effective program implementation which fall under four broad categories: (1) communication; (2) involvement; (3) evaluation; (4) commitment. Shows how these components can be linked directly to the six steps of traditional analytic problem-solving. (AEF)

Business schools that continually assess the value of their programs and develop mechanisms and mindsets to accommodate continuous change will have the best chances for long-term survival. A shared strategic vision among internal and external constituents is recommended. (SK)

Presents thinking from the Project on the Future of Higher Education on the economic climate for higher education and the possibilities of a transformative, rather than "muddling through," approach to offering a hopeful future for the quality of faculty work life and for meaningful student learning. (EV)

Explores the strategic planning process of the University of Paisley, Scotland, through three key issues: (1) university managers' understanding of the complexity of their own environment; (2) adoption of loosely connected strategies; and (3) an overriding concern for continued viability, using strategic perspective as a foundation for action. (SK)

Identifies five strategies for reestablishing meaning and control and proposes that the use of these strategies requires cognitive work, the ability to change views, and flexibility in goal identification. Explores some of the blockades to finding meaning and control, such as situational factors and rigidity in world views and beliefs. (RJM)

Describes the implementation of total asset management (TAM) at the University of Tasmania to better link physical resources management with the university's strategic planning. Discusses TAM's principles, objectives, and future direction. (EV)

Explains executive coaching, which is traditionally focused on individual executives, and how it can help align individual development with an organization's strategic goals. Describes a counseling model of identifying an individual's goals, challenges, and development needs and then helping him or her gain insight on how to address these needs.…

Colleges and universities generally advertise themselves poorly because of improper planning, resistance, inexperience, and lack of marketing plan. Components of effective advertising include an appropriate and strategic plan, correct choice of planner, coordination with other marketing efforts, contingency planning, and follow-up activities. (MSE)

Discusses marketing and management strategies and evaluates the path most traveled; going beyond market-driven; proactive and reactive organizational positioning; ways to manage human and physical resources to make both market-driven and market-making contributions; and values necessary for an organization to move from market-driven to…