Selling abroad: Are we doing enough?

Despite the dominance of the English language, publishers in the United States had export sales in 1987 of less than 6 percent of their total sales. Adrian Higham analyzes the major overseas markets for U.S. books and suggests ways for publishers to improve their export sales to each. The key to higher sales, he argues, is acquiring “insider status” in each market. Although he is convinced that publishers can do better, he reminds us that there is no simple solution. Adrian Higham brings to his consultancy an extensive background in international publishing. Following his wide career with Longman he served as managing director of John Wiley & Sons’ Company in the United Kingdom and subsequently as senior vice president and general manager of the International Group of John Wiley & Sons in New York.     

Five literatures of organisation: putting the context back into educational leadership

In this article we develop the arguments of Glatter on the importance of adopting a more ‘organisation-oriented’ approach to educational leadership development. Through a critical review of current publications and national courses in the field, we argue that educational leadership is still very skills focussed at the expense of more sophisticated understandings of organisational context. This skills focus, or ‘agency without structure’, as Glatter puts it, encourages a ‘can do’ culture of simplistic solution-seeking rather than appreciation of complexity and paradox in the leadership experience which can produce better judgements. To identify such ‘understandings’, we then examine five traditions of thinking about ‘organisation’ through their related literatures. The first four, thinking psychologically, thinking structurally, thinking culturally and thinking politically, build on organisational ‘frames’. The fifth literature explores how these frames are constantly and variously brought into play through ‘complex responsive processes’ of organising in our daily work lives. Implications of this more organisation-focussed approach for educational leadership development are discussed through examples from the authors’ own research and teaching.     

The Importance of Demographic,Social, and Political Context for Estimating Policy Impacts: Comment on “Implementing New York's Universal Pre-Kindergarten Program”

Morrissey, Leikes, and Cochran (this issue) raise concerns about potential negative effects of state pre-kindergarten (pre-K) on the early care and education system. To put their study in context, I reviewed national demographic and enrollment trends. I found little evidence of negative effects from state pre-K policy. One reason may be that population growth and child care policies mitigated potential negative impacts of pre-K expansion. However, national averages could conceal important local variations or even nationwide variations when there are offsetting gains and losses. Children under age 5, their families, and their teachers all likely gained from increases in public pre-K. Infant/toddler care in private programs expanded as quickly as public pre-K. Morrissey and colleagues' small data set from New York has serious limitations, but some of the most salient findings are consistent with the national picture. The study offers lessons and suggests topics for future research on the influence of pre-K policy on the early care and education system.     

Mediation of Consultee's Conceptual Development in New Teacher Groups: Using Questions to Improve Coherency

This qualitative study applied methods used in discourse analysis to investigate how a consultant's questioning supported the goal of group consultation to empower beginning teachers to become effective problem solvers in their work environment. The focus of the study was on the process of questioning and communicative coherency as the group evolved over the course of the school year. The participants in this study were 7 White elementary school teachers in their first year of teaching. There were 12 sessions held over an 8-month period. The investigators found evidence of a parallel process between the coordinate consultation process and coherency in consultative discourse, such that as the coordinate process developed and improved, so did the coherency of group discourse. Implications for practice, training, and future research are discussed.