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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. 相似文献
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HUGH H. GENOWAYS 《Curator: The Museum Journal》1999,42(3):216-230
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. 相似文献