Interpersonal Relations: Some Suggestions for Theory Development

This article argues the need for theory development in the field of interpersonal relations training. Criteria, based on the four major divisions of philosophic inquiry (ontology, logic, axiology, and epistemology), are presented for assessing the substantive adequacy of interpersonal relations training theories. Three views of interpersonal relations—Ivey and Authier's Microcounseling, Kagan's Interpersonal Process Recall, and Strong's Social Psychological Approach—are then examined using these four criteria.     

Client Perceptions of Counselors-In-Training: The Effects of Sex and Gender Role Orientation

The effects of the sex of the counselor and of gender role orientation on client ratings of counselors-in-training were examined. An interaction between sex and gender role orientation was found for differences in clients' willingness to refer a friend to the counselor. Implications for training and research are discussed.     

Education for Learning to Live Together: what can we learn from the South African experience?

In 1994, South Africa moved away from its cruel and divided past to a future where its citizens would learn together, work together and grow together. In short we had to learn what it meant to live together by unlearning the ideas introduced by apartheid that permeated every aspect of our society. This required a new Constitution, brave and exemplary leadership by Nelson Mandela and others and a Truth and Reconciliation Commission led by Desmond Tutu.
None of these efforts, as important as they may have been, could ever be sufficient to sustain change. Ordinary people who have no positional authority are those who will sustain change. Roughly one quarter of the South African population is at school and these are people who will take the message of reconciliation into the future.
In this article we describe attempts to redefine what is good. In particular what kind of teacher, learner and curriculum we will need to form the basis of a transformed and admirable society, one in which we will know how to live together.     

Effective Management of Museums in the 1990s

A survey of thirty-three museums of various kinds in Australia, Canada, the United Kingdom, and the United States sought to identify the features distinguishing the more effective organizations as assessed by independent experts. Staff at each museum responded to a questionnaire about features common to all organizations as well as some particular to museums. Teamwork, a concern for quality, and an emphasis on public programming are common to effective museums. Executive leadership champions a vision, models appropriate behavior, and works together effectively. Board members use their skills and knowledge to advance the organization's mission. There is a concern for quality, shared goals, good communication, respect for the contribution of others, attention to training, strategic allocation of resources, and an integrated, flexible, and responsive structure. Public programming emphasizes strategic approaches to achieving positive outcomes for visitors, including provision of a variety of learning strategies.