Using growth curves to determine the timing of booster sessions

Booster sessions are often recommended to reestablish or reinforce the cognitive messages or behavior changes due to therapeutic and behavioral interventions. To plan intervention‐relevant booster sessions, researchers need to know the pattern(s) of individual change over time in outcome variables and for experimental groups. Growth curve analysis of repeated measures can estimate these patterns for different categories of intervention participants. This article demonstrates an application of this method using data from a recently completed multisite randomized experiment that compared 3 different counseling and testing methods for prevention of HIV infection and other sexually transmitted diseases, Project RESPECT. Reported self‐efficacy for condom use with the main sexual partner is used as an illustrative example. For most experimental groups, self‐efficacy for condom use declined for both female and male respondents soon after the intervention and booster sessions should have been instituted within 3 months after the intervention. The article closes with some recommendations for both prospective and retrospective use of growth curves to rationally plan the timing of booster sessions and to evaluate their effectiveness in preventing relapse.     

Collaborative Teaching to Increase ELL Student Learning: A Three-Year Urban Elementary Case Study

Urban schools, noted for their diverse student populations and variety of instructional resources and personnel, often are challenged in providing a coherent and differentiated instructional program for the wide array of learners served. In this article, we describe coteaching instructional models to support ELL students in elementary general education classrooms. ELL and general education teachers collaborated in planning, teaching, and reflecting on their instruction. Despite an expedited timeline for implementation and decreased personnel resources in the 2nd year of the study, collaborative teaching relationships were productive and rewarding. Of greatest importance, ELL student achievement increased substantially. Implications for practice include building the knowledge that supports collaboration, strategically allocating instructional personnel, and providing ongoing opportunities for collaborative learning and development.     

BRIDGING THE DIFFERENCES TO UNCOVER THE SIMILARITIES: DISCIPLINES WORKING TOGETHER IN EARLY CHILDHOOD SPECIAL EDUCATION

Abstract

The study examined the integration of science and mathematics methods courses and preservice teachers’ understanding of constructivism. The participants were 50 preservice teachers who were enrolled in early childhood education mathematics and science methods courses, and an early childhood practicum. The two methods courses were integrated and the instructors adopted a collaborative approach, including common syllabi, texts, assignments, and teaching strategies. The preservice teachers completed e‐journal reflection that were subsequently coded and analyzed. The findings suggested that the instructional approach enabled students to develop and refine their understanding of constructivism. © 2005 Elsevier Inc. All rights reserved.     

Relevance,challenge and motivation: The ingredients of a novel managerial development program

The Division of Information and Academic Services (DIAS) is a large service division (over 400 staff) at Queensland University of Technology (QUT). In 2002 it supported a novel one‐month rotation of roles by the three department directors. The rotation was conceived as an important professional development opportunity for each of the directors and by example, to other divisional staff. It was also designed to fast track a more collaborative culture across the Division and identify opportunities for improved services. The three‐way nature of the exchange created a particular tension and a unique learning opportunity. Each director simultaneously played the role of novice manager, critical friend and reflective observer. The learning opportunity was relevant because it was contained within the one institutional culture. It was challenging because it demanded a shift in professional perspective, and motivating because it fostered a collegial working environment where change was welcomed, supported and reinforced. Overall, the directors and the staff viewed the rotation positively. Each director gained a better understanding of the operations the other departments either through direct engagement in a “host” department or by inclusion in three‐way director debriefing sessions. The initiative was evaluated using a third party process to gather feedback from the staff involved. Some important opportunities for collaboration have been identified and implemented. All three directors have emerged from the experience feeling better able to seek and offer advice about management and organizational issues. There is greater empathy for the challenges inherent in each of the departments and a greater willingness and confidence to accept a divisional responsibility for complex cross‐departmental projects. Increasingly, there is a collective and shared understanding of how to get things done across the organization. Most importantly, it suggests a novel model of academic development that has the potential for broader application.

La Division of information and Academic Services (DIAS) constitue un vaste service (plus de 400 employés) de la Queensland University of Technology (QUT). En 2002, elle a mis en place une nouvelle rotation mensuelle en qui a trait au rôle des trois directeurs de départmant La rotation était conçue comme une opportante de développment professionnel pour chacun des directeurs et, à titre d’exemple, pour les autres membres du personnel de la division. Elle visait aussi à accélérer la mise en place d’une culture davantage collaborative dans l’ensemble de la division, en plus d’identifier des opportunités pour ameéliorer les services. La nature tridimensionnelle du changement a ceéé une opportunité d’apprentissage unique et fut paticulièrement pertinente parce qu’elle avait lieu à l’intérieur d’une culture institutionalle. Chaque directeur jouait simultanément le rôle d’apprenti‐gestionnaire, d’ami critique et d’observateur réflexif. L’initiative a été évaluée par l’entremise d’un processus impliquant des tierces parties de façon à recueillir des informations auprès du personnel impliqué. Les trois directeurs sont ressortis de l’expérience avec une plus grande empathie en ce qui a trait aux défis inhérents à chacun des départments, ainsi qu’une plus grande volonté et confiance relativement à leur attribution de responsabilités divisionnelles pour des projets inter‐départementaux complexes. De plus en plus, il existe une compréhension collective et partagée des dimensions relatives à l’accomplissement de certaines tâches ausein de l’organisation. De façon importante, ceci suggère un nouveau modèle de développement académique, lequel a un potentiel correspondant à des applications plus vastes.     

Modelling a learning environment: Towards a learning organization

Abstract

The role of the academic developer mirrors that of the current day academic. It is increasingly diverse and complex. Staff employed in academic development units are expected to respond to the needs of individual academics and are also expected to provide leadership in teaching and learning, conduct research into higher education, contribute to policy on a broad range of issues, and undertake community service. In addition they are expected to take responsibility for their own professional development. They are constantlyjuggling priorities of personal, professional and organizational commitments. To maintain competence in the face of multiple demands there must be significant overlap between work and learning. The learning opportunities inherent in working within a large multi‐dimensional organization must be acknowledged and embraced through the concept of a ‘learning organization’. It is important that the organizational culture of the Academic Development Unit (ADU) values learning, encourages reflection and fosters collaborative practice. This paper outlines an organizational model of academic development highlighting the opportunities for intervention at the level of organizational culture, staff development and student learning. It also suggests strategies for organizing and managing an ADU that provides a positive model of an effective working and learning environment.     

Credibly assessing reading and writing abilities for both elementary student and program assessment

The authors explored the credibility of using informal reading inventories and writing samples for 138 students (K–4) to evaluate the effectiveness of a summer literacy program. Running Records (a measure of a child's reading level) and teacher experience during daily reading instruction were used to estimate the reliability of the more formal Developmental Reading Assessment scores. Training of scorers was used to increase the reliability of writing scores; a second scoring was used to estimate the reliability of the scores. The results suggested that with minimal modifications to administration and scoring procedures, scores from both reading inventories and writing samples can be a dependable source of data for teachers, administrators, and policy makers. This result is significant because it suggests that formative literacy assessments can be reliably used instead of standardized multiple-choice tests to make more credible summative decisions without taking time away from instruction, and can truly match curriculum, instruction, and assessment.     

The “learning how to learn” approach to cross-cultural orientation

Since no amount of specific cultural information can prepare sojourners for every eventuality, orientation participants would benefit from “learning how to learn” about intercultural interaction. This paper discusses how to set goals, design curricula, and organize instruction for orientation programs wishing to teach participants to “learn how to learn.” An adaptation of Kolb's “Learning Cycle” is suggested as a format to assist program planning. The author would like to thank Judith Martin and R. Michael Paige for their suggestions on a draft of this paper.