Books for Younger Secondary School Children in a Multi-racial Classroom

In this article I want to discuss some conclusions I have reached about using books with younger pupils in a multi-racial classroom. I shall have to make some general points about underlying approaches. Since I work in a general studies programme with first year pupils, I also want to comment in passing on some implications for teaching in history and geography.     

Hypothetical Insurance and Higher Education

What level of government subsidy of higher education is justified, in what form, and for what reasons? We answer these questions by applying the hypothetical insurance approach, originally developed by Ronald Dworkin in his work on distributive justice. On this approach, when asking how to fund and deliver public services in a particular domain, we should seek to model what would be the outcome of a hypothetical insurance market: we stipulate that participants lack knowledge about their specific resources and risks, and ask what insurance contracts they would take out to secure different types of benefit and protection in the domain in question. The great benefit of the hypothetical insurance approach is that it allows us to take apparently intractable questions about interpersonal distribution and transform them into questions about intrapersonal distributions: that is, questions about how an individual would choose to distribute risks and resources across the various lives that they might end up living, in light of their individual ambitions and preferences. Applying this approach to higher education, we argue that the UK model of higher education funding in which the costs of an individual's higher education are shared between general taxation and the individual herself, with the latter element to be paid retrospectively through an income‐contingent state‐backed loan, is vindicated as just. In particular, we argue that it is more just than alternatives such as a graduate tax, full funding through general taxation, and full privatisation.     

Hidden Hypnotic Patterns: Implications for Counseling and Supervision

The purpose of this article is to examine the hypothesis that many subtle hypnotic patterns used by Milton H. Erickson are found in the person-centered approach to counseling espoused by Carl Rogers. The authors point out that counselors and supervisors need not be trained in hypnosis, but that they should be aware of the possible hypnotic elements embedded in seemingly simple suggestions. Examples of counselor-client and supervisor-trainee dialogue are presented to demonstrate the ways in which a counselor's and supervisor's behavior and words can have profound hypnotic influences. Throughout the article the deep respect afforded the client or trainee as a person and views of self and the world held by Erickson and Rogers are cited to demonstrate the similarities of basic philosophical convictions about the facilitative and therapeutic process.     

Challenges for Directors of University Natural Science Museums

Universities and natural science museums have a long, productive history; however, this has been an uneasy alliance in the United States at least since the 1880s. Decreasing resources and increasing expectations have made the position of all museum directors extremely difficult, but the situation for university natural science museum directors is probably the most complicated among these because they direct museums that are small administrative units within larger university organizations. Some of their challenges include conflict between museum and university missions, governance issues, relationship between director and the university administrator/board member, lack of understanding of museum functions, middle management role of the director, lack of control of staff time, lack of staff support, public access to museum, and limited public and fiscal support. Solutions offered to meet these challenges include a written mission statement, recognition of education as the primary goal of the museum, a written strategic plan, accreditation, a highly active faculty/staff, documentation of the museum's economic impact, the creation and building of a public support organization, the formation of alliances with local cultural organizations, continuing education for staff, and an open decision-making process.