Abstract: This article presents a conceptual framework for understanding the phenomenon of globalization and global mindset. Globalization is a phenomenon that permeated the entire human life on a worldwide basis: from the level of the individual to the world level. Technology, and especially Information Technology (IT), i.e., the combination of computers and telecommunications, made globalization feasible, while liberalization of the world's commercial and political regimes made it reality. The implications for business enterprises, and, for that matter, for any organized effort aimed at satisfying human needs, are indeed immense. The proposed framework calls for the development of people who (1) think globally and (2) act locally. These people see the entire world as their oyster and are able to adapt their global thinking to the local contexts. Neither of these attributes are innate to most people. Both are acquired attributes. Most of us can learn to think globally and act locally. © 1998 John Wiley & Sons, Inc.

Abstract: In this work, author Steven Levenkron explains the phenomenon of self-mutilation. Written for sufferers, parents, friends and therapists, the book aims to unravel step by step the mindset of the self-mutilator. Le venkron explains why the disorder manifests in self-harming behaviour and describes how the self-mutilator can be helped. Through case-studies and conversations with his patients, the profile of the self-mutilator emerges: someone who is typically fearful of people and abandonment, whose attachments are hostile or tenuous at best, who lacks interpersonal trust and who often cannot stay focused in a relationship of any depth. In a voice that is compassionate and reassuring, "Cutting" tells the reader where to turn for help and offers information on important skills the self-mutilator must learn - what Levenkron calls the "Attachment-Dependency Trust Axis" - in order to overcome the affliction.

Abstract: Universities once believed themselves to be sacred enclaves, where students and professors could debate the issues of the day and arrive at a better understanding of the human condition. Today, sadly, this ideal of the university is being quietly betrayed from within. Universities still set themselves apart from American society, but now they do so by enforcing their own politically correct worldview through censorship, double standards and a judicial system without due process. Faculty and students who threaten the prevailing norms may be forced to undergo "thought reform."In a surreptitious about-face, universities have become the enemy of a free society, and the time has come to hold these institutions to account.The Shadow University is a stinging indictment of the covert system of justice on college campuses, exposing the widespread reliance of n kangaroo courts and arbitrary punishment to coerce students and faculty into conformity. Alan Charles Kors and Harvey A. Silverglate, staunch civil libertarians and active defenders of free inquiry on campus, lay bare the totalitarian mindset that undergirds speech codes, conduct codes, and "campus life" bureaucracies, through which a cadre of deans and counselors indoctrinate students and faculty in an ideology that favors group rights over individual rights, sacrificing free speech and academic freedom to spare the sensitivities of currently favored groups. From Maine to California, at public and private universities alike, liberty and fairness are the first casualties as teachers and students find themselves in the dock, presumed guilty until proven innocent and often forbidden to cross-examine their accusers. Kors and Silverglate introduce us to many of those who have firsthand experience of The Shadow University, including: The student at the center of the 1993 "Water Buffalo" case at the University of Pennsylvania who was brought up on charges of racial harassment after calling a group of rowdy students "water buffalo" -- even though the terms has no racial connotations.The Catholic residence adviser who was fired for refusing, on the grounds of religious conscience, to wear a symbol of lesbian and gay causes The professor who was investigated for sexual harassment when he disagreed with campus feminists about curriculum issuesThe student who was punished for laughing at a statement deemed offensive to others and who was ordered to undergo "sensitivity training" as a result.The Shadow University unmasks a chilling reality for parent who entrust their sons and daughters to the authority of such institutions, for thinking people who recognize that vigorous debate is the only sure path to truth, and for all Americans who realize that when even one citizen is deprived of liberty, we are all diminished.

Abstract: Although the technology of distance learning receives most of the attention, it is really teaching strategies and style that have the most impact on the quality of learning in distance programs. Facilitating learning communities at a distance requires a new approach to the practice of managing the teaching and learning process. Effective faculty start with a completely new mindset about where technology fits into the equation. Rather than struggling to make up for qualities distance programs are perceived to lack when compared to traditional classrooms, faculty members who are most successful with distance technologies see them as actually providing some qualitative advantages. In addition to managing the delivery of the content to their courses, faculty teaching at a distance must learn to manage a new set of variables, which determine the extent to which their courses are effective, including: metaphor, meaning, culture, roles, time, awareness, and collaboration. Learning and practicing the skills to manage these dimensions is the key challenge for faculty development.

Abstract: Examines Chinese attitudes towards the introduction and implementation of an international corporate culture into their working environment. Refers to Sun Tzu’s military classic The Art of War and suggests his philosophy can be applied to business in China, and that the Western world should begin understanding this philosophy and the oriental mindset. Presents results of a study of Chinese employees at a Beijing, China hotel to determine attitudinal and behavioural patterns, and finds that the concept of corporate culture currently meets with strong resistance from many Chinese people who believe foreign ideals and concepts are not to be trusted.

Abstract: This paper presents a discussion of the influence of managerialist values on the field of public administration. The author begins by developing a definition of managerialism consisting of four components: efficiency as the primary value guiding managers1 actions and decisions; faith in the tools and techniques of management; a class consciousness among managers; and a view of managers as moral agents. The paper next considers the influence of managerialism on the development of the field of public administration. The analysis centers on the early history of the field, but also discusses the ongoing influence of the managerialist mindset. The author then turns to consideration of three alternative approaches to public administration theory and practice which have arisen as challenges to the dominance of the managerialist mindset within the discipline. Specifically, the values and assumptions underlying the work of selected writers associated with the New PA, the Blacksburg group, and PA Theorists are discussed. The paper closes by contrasting these alternative views of public administration to managerialism and considering the extent to which they represent major challenges to its dominance or simply reflect variations of the same theme.

Abstract: To stay strong in an increasingly competitive climate, firms must think creatively and make the best use of their resources. Managers tend to look at resources in terms of concrete product features rather than in terms of the abstract outcomes that are valuable to customers. Initially thinking about outcomes—and not about products, processes, or features—will enhance the creative use of resources that leads to competitive advantage. This mindset will allow managers to see alternate ways of delivering the outcomes that customers value.

Abstract: As the structure of healthcare institutions changes, nurse administrators frequently are being called on to lead interdisciplinary programs. To be successful in this new health paradigm, teams must strive to create total stakeholder satisfaction by adopting a mindset that work is interdependent, not independent, and then striving to work synergistically. The author presents 12 themes that emerged from a study investigating the essential elements of synergistic team relationships.

Abstract: From the Publisher: Thanks to phenomena like the globalization of business and worldwide economic development, the business landscape is a highly complex and competitive place to thrive. In this environment, managers are looking for new sources of competitive advantage. This book gathers ideas from some of the leading lights in the field to offer valuable new insight into thriving in the new managerial mindsets of the day. It addresses two major themes, getting into the new mindset demanded in today's interconnected world, and establishing processes that reflect the collaborative strategy and synergy of the global market.

Abstract: The concept of pollution prevention, or "P2," signifies a new, proactive environmental mindset that targets the causes, rather than the consequences, of polluting activity. While anecdotal evidence suggests that P2 opportunities exist and that many have been pursued, there is also the perception that the pace of P2 is far too slow. To explore that claim -- and to shed light on barriers to P2 innovation -- this paper presents case studies of industrial P2 projects that were in some way unsuccessful. Economic, financial, and accounting analysis is used to assess the rationale for, and soundness of, these corporate decisions. While based on a very limited sample, the evidence contradicts the view that firms suffer from organizational weaknesses that make them unable to appreciate the financial benefits of P2 investments. Instead, the projects foundered because of significant unresolved technical difficulties, marketing challenges, and regulatory barriers. Based on evidence from the cases, the paper concludes with a discussion of environmental policy reforms likely to promote P2 innovation.

Abstract: Research has proved that total quality management is crucial to the success of many organizations. This article points out that intensified competition and developments in a turbulent environment necessitate a shift in the quality mindset to also include providing delight to all stakeholders by offering them superior value and satisfaction beyond what is expected. Reasons for the paradigm shift are discussed, requirements for an orientation of stakeholder delight are highlighted and ways of delighting stakeholders are suggested.

Abstract: The concept of pollution prevention, or "P2," signifies a new, proactive environmental mindset that targets the causes, rather than the consequences, of polluting activity. While anecdotal evidence suggests that P2 opportunities exist and that many have been pursued, there is also the perception that the pace of P2 is far too slow. To explore that claim—and to shed light on barriers to P2 innovation—this paper presents case studies of industrial P2 projects that were in some way unsuccessful. While based on a very limited sample, the evidence contradicts the view that firms suffer from organizational weaknesses that make them unable to appreciate the financial benefits of P2 investments. Instead, the projects foundered because of significant unresolved technical difficulties, marketing challenges, and regulatory barriers. Based on evidence from the cases, the paper concludes with a discussion of environmental policy reforms likely to promote P2 innovation..

Abstract: Whilst many papers focus upon development strategies and results of positive change, few report company failure or the characteristics of organisations that are failing to identify the untapped potential within their manufacturing systems. Successful change is arguably dependent upon the management mindset, vision, and a knowledge of best practice. The availability of proven concepts such as lean manufacturing and just‐in‐time techniques are however of little use if management and indeed all employees fail to embrace even a basic understanding of their impact and cannot direct or manage the change process. This paper discusses the factors that have been found repetitively to affect change towards best practice and act as a barrier to development. With findings gathered from 13 companies this paper is intended to be of assistance to industrial managers attempting to restructure their organisations. To maintain autonomy no company names or products are reported, but the visible and recurring key negative traits that have been observed by the writer are discussed.

Abstract: If you want to innovate, that mindset is an attitude that should be adopted throughout an organization by virtually every employee - from the CEO to the hourly worker. Successful creators of innovation mindsets combine efficiency with effectiveness...

Abstract: Individuals make decisions about whether innovations are adopted and transferred to new uses or locations. This Paper argues that relational competence Is critical for innovation management and technology transfer and that personal communication, formal and informal, is the core component in such competence. It shows how “close ties” and communication are critical to innovation, particularly given the changing nature and role of technolop management in the context o f rapidly increasing globalization. This is illustrated with reference to the communication in he mindset and practice of technology partnering in Australia's participation in the aerospace and telecommunications industries.

Abstract: This paper examines the operating environment of non‐metropolitan urban water authorities in Victoria, Australia. It analyses the policy framework within which the industry operates and demonstrates that this framework generates inconsistencies between central agency driven economic outcomes and local politician driven social efficacy outcomes. The paper poses a solution based in a new leadership mindset of entrepreneurially driven core business centres providing co‐ordination rather than direct services and the adoption of an approach recognising discontinuous change rather than the parameters founding “new managerialism” driven by Australian public sector reform agencies. The author asserts that these businesses will be required to paradigm shift ‐ to move from service providers to service managers, to develop networks and strategic alliances with service providers and to embrace mindsets beyond the structured “new managerialism” of the 1980s. The paper draws on studies concerning network organisations, loosely coupled clusters and quality, customer focused solutions. It analyses the need for the implementation of the mindset underpinning these organisations into the sector.

Abstract: Eva Bertram, Morris Blachman, Kenneth Sharpe, and Peter Andreas, Drug War Politics: The Price of Denial. Berkeley: University of California Press, 1996. xiv + 347 pages. $17.95 paper. Diana R. Gordon, The Return of the Dangerous Classes: Drug Prohibition and Policy Politics. New York: Norton, 1994. xi + 316 pages. $29.95 cloth. Why do public policies persist in the face of failure? How do certain approaches to public problems gain such a dominance over our patterns of thinking that their lack of success only implies the need for more of the same? Why does the policymaking process become so preoccupied with a narrow range of alternatives, so blinded by a narrow range of presuppositions and untested assumptions, that creativity is crushed and realistic alternatives remain unexplored? Why, in short, is the policymaking process so frustratingly impervious to the facts? These questions may be asked about any number of contemporary public policies, but they are particularly pressing in matters of crime and punishment. Why, for example, in spite of mounting evidence that ever increasing punitiveness does not reduce crime, do policymakers cling to the view that incarceration and its variations (coupled with the death penalty) are the only viable approaches to the "crime problem"?' But perhaps the clearest example of the imperviousness of the policy process to research findings is contemporary drug policy, and the attempt to figure out why our failed policy has not long since been jettisoned forms the common theme of these books. Discussions of contemporary drug policy too often seem to be based on the assumption that public policy exists in a vacuum. Reviews of the successes and failures of what can be called the "prohibition model" rarely detail the ways in which this framework-this mindset, this group of presuppositions, this complex of assumptions and logical links-emerged out of the nonprohibitionist past, nor have they explored the sociocultural roots of its persistence in the face of mounting failure. Rarely have these reviews sought to examine the links between drug policy and social, political, and economic forces. And thus rarely have they been positioned to offer realistic policy alternatives. Assuming that law is, to a great extent, autonomous-not structured by social, economic, and cultural forces-these analyses simply lay out the facts and suggest that a new policy framework replace the failed old one. At work here is a denuded picture of the policymaking process, a picture that assumes policymakers making rational decisions based on a reasonable weighing of costs and benefits unimpeded by either deep-seated cognitive frameworks or sociopolitical forces. Much policy analysis is rooted in the facile assumption that laying out the facts about a policy's failure and/or its negative consequences will produce, almost automatically, reasonable policy changes. Happily, these books are exceptions to the standard fare. They adopt the view that policy cannot be separated from the social and cultural contexts in which they are born and abide. They attempt a kind of archaelogy of the mindset that feeds our prohibitionist approach to drugs, recognizing that the shape of legal policy can only be understood in the context of the social, political, economic, and cultural forces that gave it birth, sustain it over time, and continue to buttress it today. While the stories told by these books differ somewhat, and while much else remains to be said before we understand what Diana Gordon calls the "hammerlock" of the punitive, prohibition model, together they make a noteworthy contribution to the drug policy debate. The Failures of Prohibitionism Specific policies imply or reflect underlying policy "models" that provide a definition of the relevant problem, a set of presumptions about its causes, and a delimited range of solutions. The model underlying drug policy in the United States has been, since at least 1919, what many have called the "prohibition model" and what Bertram and her colleagues call the "punitive paradigm. …

Abstract: Corporate Universities: Lessons in Building a World-Class Work Force The advent of the corporate university has redefined the relationship between business and education As Christopher Galvin, President and CEO of Motorola, said to a recent gathering of The American Society of Engineering Education, "Motorola no longer wants to hire engineers with a four year degree Instead, we want our employees to have a 40 year degree" An employee now must expect to continually reinvent his/her knowledge base Increasingly, learning and work are becoming the same thing and they are happening in the workplace rather than in the classroom As the pace of change increases with the introduction of deregulation, competitive pressures and technological advances, corporations wilt increasingly become the "chief educators" of the work force Because the job of continuously updating an employee's knowledge base is so large, corporate universities are joining forces with conventional universities and merging the goals of the individual employee, the corporation and the educational institution into one mutually beneficial three-way partnership While the business community has traditionally invested significant sums of money in the local schools and universities, much of this investment has been piecemeal Companies have recruited college graduates, depended on higher education to carry out basic research, reimbursed employees for college tuition, and sent managers to university-run executive education open enrollment, programs While these piecemeal efforts have endured, business has become frustrated by its inability to increase on-the-job performance in the workplace The new partnership between business and higher education is, by contrast, proactively involved in making sure the skill needs of tomorrow's work force are met For example, rather than simply giving a list of requirements to higher education, businesses are now spelling out the specific skills, knowledge and competencies needed for success in an industry and in the process creating joint, accredited degree programs We have developed a model for how corporations can build these state-of-the-art learning partnerships, with lessons in how various companies have entered into and sustained these alliances The basic process for building an alliance with an institution of higher education is shown in the Figure above The key starting point is for both the corporate university and the institution of higher education to openly discuss and develop a shared vision for the alliance In successful collaborative partnerships no one organization dominates the effort or defines the goals and outcomes unilaterally Instead, both sides take the time to develop a shared vision of how a successful partnership operates in terms of expectations, processes, outcomes, and support systems Creating this type of shared vision usually starts with a review of the strategic rationale for creating the alliance and an articulation of the various selection criteria in choosing the learning partner, While specific selection criteria differ by institution, the following list of criteria is relatively comprehensive, compiled by interviews with scores of corporate university deans, and can be used as a guide to help articulate specific criteria for selecting a learning partner These criteria include: 1 Shared mindset where customer service, innovation, and continuous improvement are paramount to success 2 Clear expectations for setting learning objectives and developing courses 3 Flexibility and responsiveness in building a corporate/college alliance (this may include "teaching on site," sharing libraries, laboratories or equipment) 4 Complementary needs and goals This may range from funding joint research to developing customized executive education programs 5 Reputation and prestige of the educational institution …

Abstract: In the 21st century global economy, emerging nations will provide almost half of the potential customers for western goods and services, concludes international business expert Jeffrey A. Rosensweig. Drawing on extensive research, Rosensweig contends that firms with truly global strategies will profit from the untapped resources of emerging markets and at the same time improve the living standards of the world9s poor. Dismissing the doomsday scenario that so-called Third World nations will continue to be mired in poverty, he argues persuasively that western executives must break out of the mindset that profitable ventures can only be found within the 3Triad2 of the United States, Europe, and Japan. Rosensweig reminds us that American exports to emerging nations have tripled since 1986. He projects that, by the year 2010, the world will contain six great regional economies -- four of them in Asia -- and that three of every eight middle-class consumers will reside in the developing world. In clear, nontechnical language, he explains how executives can identify trends of globalization and apply them to business strategy, particularly to what he calls a 3time-phased2 global strategy for synchronizing a firm9s investments with the progress of emerging middle classes. "Winning the Global Game" demonstrates that adopting a global perspective now is a win-win strategy that links people and profits. It will be important reading for all multinational executives and managers in firms which are going global. The chapter on 21st century personal career strategy will appeal particularly to the aspiring global executive.

Abstract: The emerging economic paradigm of higher education will make enhancing national productivity the primary goal; emphasize the mastery of learning skills over rote learning; and operate around the principle of customer service, viewing students as customers. Total Quality Management (TQM), as applied to education, shares this focus on customer satisfaction. Advantages of adopting TQM in educational institutions include improved delivery of continuing and vocational education, decreased compartmentalism, improved student services and increased student empowerment, and improved delivery of instruction through new technologies with the focus on mastering learning skills. However, applying TQM and other market-driven business metaphors can have negative consequences, including the tendency to regard students as passive recipients of a commodity, rather than active learners; the "customer is always right" mindset and the potential that faculty will pander to students' desires; the disappearance of questioning and challenging in instruction; confusion and conflict regarding students' needs; and the decline of areas of scholarship that have little commercial value, including the potential death of liberal arts education. These conditions arise, however, from an authoritarian misapplication of the TQM vision. In a true application of TQM, colleges would become communities of learners, with all members of that community committed to furthering the learning process. Contains 26 references. (BCY) ******************************************************************************** Reproductions supplied by EDRS are the best that can be made from the original document. ******************************************************************************** ARE STUDENTS "CUSTOMERS" OF COLLEGIATE EDUCATION? John V. Aliff, Ph.D., Professor of Biology DeKalb College-Gwinnett Lawrenceville, GA 30043 PH: 770-339-2328 email: jaliff@dekalb.dc.peachnet.edu Presentation made at the 75th Annual Meeting of the Georgia Academy of Science, Armstrong Atlantic State University, Savannah, GA, April 25, 1998. U.S. DEPARTMENT OF EDUCATION Office of Educational Research and Improvement EDUCATIONAL RESOURCES INFORMATION CENTER (ERIC) This document has been reproduced as received from the person or organization originating it. Minor changes have been made to improve reproduction quality. Points of view or opinions stated in this document do not necessarily represent official OERI position or policy.

Abstract: The concept of asymmetrical warfare is a popular and much discussed issue in U.S. defense literature these days. Joint Vision 2010 (JV 2010), the Quadrennial Defense Review (QDR), and the National Military Strategy (NMS) are just a few of the documents that express concern about it. Understandably, the Secretary of Defense has made addressing the phenomenon a central theme of his administration. All of that said, what exactly is meant by asymmetrical warfare? In broad terms it simply means warfare that seeks to avoid an opponentis strengths; it is an approach that tries to focus whatever may be one sideis comparative advantages against its enemyis relative weaknesses. In a way, s eeking a symmetries i s f undamental t o a ll warfighting. But in the modern context, asymmetrical warfare emphasizes what are popularly perceived as unconventional or nontraditional methodologies. For most potential adversaries, attacking the United States asymmetrically is the only warfighting strategy they might reasonably consider for the foreseeable future. The Gulf War was an object lesson to military planners around the globe of the futility of attempting to confront the United States symmetrically, that is, with like forces and orthodox tactics. In this essay I briefly examine how the Westis cultural disposition and mindset affect its concept of asymmetrical warfare. I contend that the Westis current focus may leave it vulnerable to asymmetrical challenges that arise from opponents whose cultural perspective differs significantly from that of the West.

Abstract: Hand pain is the most common complaint among musicians, and it can have devastating effects on careers and, therefore, incomes. An understanding of the artist's mindset, playing techniques, and goals is invaluable in the management of this unique patient.

Abstract: If the sciences of complexity are ever to enter the business mainstream, we will need more than good new science; we will need to get people to see the world differently. The lessons of complexity—and perhaps most notably the phenomenon of self-organization—challenge fundamental prejudices people have about how the world works. This article proposes that such prejudices are the product of a “centralized mindset,” and it suggests how a “decentralized mindset” is more appropriate at times. The author has dedicated his recent work at MIT to educating students—from grade school through graduate school—about fundamental principles of decentralized systems. One way the author teaches the importance and usefulness of a decentralized framework is through the use of simulation fools, including some intriguing devices called “thinking tags.” These “toys” do more than make learning fun. Those who play with them experience network effects in a decentralized system, and so begin to grasp the new mind-set intuitively. Many examples of educational software used in schools and businesses are nothing more than tireless drill-masters. The author has developed an exception, designed to develop capacity for innovation—the kind of learning that business people now believe matters most. The approach is especially worth our attention because, as you'll see here, “thinking tags” are coming of the classroom and into business: At least they helped our corporate conference audience see the world differently.

Abstract: : Nothing in life is as simple as it seems. Coalition operations most certainly fall into that category. Perhaps the biggest mistake that operational commanders make is that they only concentrate on one third of the "process" of preparing for future coalitions. It is human nature to look back in history to the last war and gather lessons learned to apply to the next conflict. However, if this is the only preparation that the operational commander does, he may find himself ill prepared for the next ad hoc coalition. Desert Storm, while a major military success, left many Americans with a false mindset about the United States' ability to fight future wars and continue to maintain minimal casualties. Likewise, the ease of coalition warfare left a similar false impression on the minds of many senior military operational commanders who may be involved in future coalition operations. This mindset is based primarily on very limited observations of coalition support during a relatively short Gulf War. The wise commander, in future military or non-military coalition operations, will be the one who takes the time now to sort through the valuable lessons learned, looks at U.S. technological advances and their potential impact on coalition partners, and at the same time, listens to the concerns of coalition partners. If he fails to do this, even though the United States may form a "coalition" in the next conflict - he may find himself fighting virtually alone.

Abstract: This is an indispensable guide to understanding the language-culture connection in Korea. Although Korean attitudes and behavior may be influenced by the modern world, the mindset is still very much shaped by ancient culture and traditions. In "NTC's Dictionary of Korea's Business and Cultural Code Words", you'll discover the meanings and cultural context of the most important "code words" of the Korean language, terms whose significance goes well beyond their literal definitions. You gain insight into the character and personality of the Korean people, providing bridges for communicating and interacting with them.

Abstract: Reframing refers to the process of changing the focus of a situation or problem and examining it from a different perspective. It involves looking at the reciprocal side of a problem/issue or analyzing a situation from a broader base. Reframing can be as simple as to make the problem the solution. Instead of thinking about 25 students competing for your attention or resources, consider them the solution by considering all of them as volunteer aides, helping each other succeed. Reframing, in essence, converts problems to challenges and opportunities. Similarly, negative interpretations can be recast as positive. There are a number of perceptual/belief biases that operate to interfere with effective student-teacher relationships. How we examine and understand student behavior may be a function of one or more of these particular mind-sets. Let's view each of these and see how they can be reframed to facilitate rather than hinder our student interactions. Mindset 1: If children come from a negative environment, there's a tendency to assume that this could lead to negative outcomes. Similarly, a positive background assumes a positive outcome. In spite of a terrible background, some children do overcome "at risk" factors and carve out a productive life. Obviously these children have learned how to cope with a bad situation and reframed it into an opportunity. We can choose to be a victim of the expectancy or self-fulfilling prophecy or rise to the occasion. Not permitting one's background to be an excuse for lack of performance or even poor performance is a first step. Beyond that, we can help the child develop effective coping strategies. Too frequently teachers discount their potential influence when the child's environment is extremely adverse. Overcoming adversity builds psychological strength and stamina, much as resistance is necessary to develop muscular strength. Those who have successfully defied the odds have developed a belief system worth examining and modeling. Here we have two possible strategies. First, we can delve into the potential inner resources that all students have. What have they been successful doing? Try then to anchor this to the problem they are experiencing in class. Second, we can have the student interview the model student--the one who is able to do the required task with ease. Here are a few questions that could be asked of one student to the model student: a) What do you do to get ready? b) What do you do first? c) What do you do next? d) What do you see inside your head? e) What do you tell yourself? f) How do you feel? g) How do you do it, step by step? Mindset 2: There's a tendency to assume that students' behavioral patterns are largely a function of trait characteristics that generalize across different settings. Hence, we hear of students as "a trouble maker", "cheater", "underachiever". When we freeze our conceptions of what students can or cannot do, we have not exercised the power of the context (e.g. a different environment, a different teaching strategy) to trigger a change. Don't make the assumption that students cannot change simply because they don't change. Students do behave quite differently with different teachers or in different contexts. Hence, we need to reframe a trait characteristic from an excuse not to act to an opportunity to effect change. Here are some questions that might help: a) Why do you suppose some students do better in one classroom rather than another, with one subject area rather than another? b) Why do students act differently toward different parents/teachers? c) How can be take what we do better in one setting and use it to improve another setting? d) Why are labels describing students (or teachers) not accurate? Mindset 3: Whenever we deal with human behavior there is always the possibility that what we're observing may not be as it appears. For example, there is no way to know for sure that a student is day dreaming unless that student is honest and tells us. …

Abstract: The purpose of this study was to apply Newman's theory in family caregiving situations in mental illness in Japan. The researcher chose the methodology of Newman's theory of health as expanding consciousness because of the good fit between Newman's model and the Japanese mindset. The study has provided support for the propositions the researcher had entertained prior to embarking on the field study. Newman's theory of health as praxis proved to be a viable methodology for this population in Japan. The findings support the premise of Newman's theory of the person-environment interaction patterns. As a result of pattern viewing, the majority of the participants in the study saw possibilities for action and decided to act themselves or on behalf of their sick relatives.

Abstract: While attending a retirement party at Xerox's fabled Palo Alto Research Center in 1989, Mark B. Myers was struck by what he calls an "Aha!" revelation. At the gala were several notable company alumni who had left PARC and made fortunes as entrepreneurs. "I remembered observing them as young scientists in the computer science lab, and never had predicted that they would be CEOs and presidents of companies and think in terms of value creation," says Myers, a veteran Xerox manager who in 1992 was named senior vice president of Corporate Research and Technology (CRT). "And yet I saw the power of people who have a deep grasp of technology and the capability to be innovative on the market and business sides as well." That revelation set Myers on the path to an innovative exercise of his own that will conclude this month when about 45 top Xerox R&D managers descend on the Seascape resort-conference center in Aptos, on the northern California coast near Santa Cruz. There the group will hold the last of five Business Models Robert Buderi is a former Business Week technology editor and a past Vannevar Bush Fellow at the Massachusetts Institute of Technology. Most recently, he wrote The Invention That Changed the World (Simon and Schuster, 1996), the story of how secret World War II radar research affected post-war science and technology, part of the Alfred P Sloan Foundation's Technology Series. He is now working on another Sloan-supported book about the evolution and future of corporate research. He writes from Cambridge, Massachusetts and may be reached via his Website: http://world.std.com/~radarwar Workshops (BMWs) aimed at giving them-and Xerox-a leg up on developing a more entrepreneurial mindset. The three-year odyssey, conducted by Harvard Business School professors, has taken the group through business strategy, finance and options analysis-all the way to designing plans for launching new products and business opportunities. Building Business Value Even before the sessions conclude, the workshops have paid off by helping shape at least one still-confidential Xerox project. But far more important, say company officials, is the more subtle way in which research line managers have learned to think about building business value into products from the very start by considering such things as manufacturability, cost, complementary assets, and potential competitor responses from the very start. Asserts Myers, "The level of sophistication really went up very, very rapidly. We just have qualitatively and quantitatively very different conversations today than before." An engineer who has spent his entire career in Xerox's research development and engineering groups, Myers has long strived to link the technological fruits of research better to market needs. "It's not just a technology fit," he says. "It's got to be a market fit" (Myers elaborated on this idea in "Rethinking the Role of Industrial Research," which he co-authored with Harvard Business School strategist and long-time Xerox consultant Richard S. Rosenbloom in Research Technology Management May-June 1996, pp. 14-18). As in many companies, Xerox projects are often contracted directly by business groups, and CRT staff members up and down the line regularly interact with counterparts in development, manufacturing and marketing through planning committees and individual projects. But none of these provides top managers with a deep understanding of the way businesses-especially emerging businesses-really work. The experience at the PARC retirement party, driving home the power of fusing keen business insights with deep technological understanding, never left Myers. Two years after taking over Xerox's centralized research and advanced technology operations, he hit on the idea of deliberately cultivating that synergy by increasing the business acumen of his already technologically adept research managers. Myers sought the advice of Prof. …