Conceptual issues in organizational communication research: Elements of a model of conceptual authenticity

Because concepts are the building blocks of theory, concerns for theoretical adequacy in organizational communication research blur a more fundamental concern for the authenticity of the concepts upon which organizational communication theory is based. Organizational communication scholars must strive to achieve greater conceptual authenticity in their efforts to construct theory of high integrity. After a discussion of the role of concepts in theory construction, definitions for the notions of authenticity and integrity are provided. Next, six criteria that may be used to assess conceptual authenticity are proposed. These criteria: 1) communication relatedness; 2) rigor; 3) uniqueness; 4) impact; 5) depth; and 6) relevance, represent elements of a criterion model for assessing the authenticity of new and current concepts in organizational communication theory and research.     

Comparison of preservice elementary teachers anxiety about teaching students to identify minerals and rocks and students in geology courses anxiety about identification of minerals and rocks

Students were given clearly defined, characteristics for the identification of minerals and rocks. This system requires visual identification of decisive characteristics, not rote memorization. In addition, this classification system differs from the usual method of first grouping rocks into the igneous, sedimentary, and metamorphic categories. In this study the initial grouping of rocks was crystalline or noncrystalline. Two groups of students (preservice elementary teachers & students in geology courses) were tested on their ability to identify, the characteristics listed in Figure 1. The preservice teachers were anxious about teaching students to identify minerals and rocks. This initial high anxiety was reduced by completion of the task of identification. Students in geology classes were given the same task as the preservice teachers. However, the students in geology courses were not anxious about identifying minerals and rocks. Further analysis of the geology students showed that students whose grades on the lab exam were above the mean had low initial anxiety and the level of anxiety was reduced after the exam. Geology students with grades below the mean had high initial anxiety and the anxiety level was elevated after the exam. This indicates an inverse relationship between anxiety and performance in these students, and supports the work of researchers in the field of psychology.     

Learning Through Case Comparisons: A Meta-Analytic Review

Over the past 20 years, there has been much research on how people learn from case comparisons. This work has implemented comparison activities in a variety of different ways across a wide range of laboratory and classroom contexts. In an effort to assess the overall effectiveness of case comparisons across this diversity of implementation and contexts and to explore what variables might moderate learning outcomes, we conducted a meta-analysis of 57 experiments with 336 tests. Random effects analyses of the 336 tests revealed that case comparison activities commonly led to greater learning outcomes than other forms of case study including sequential, single case, and nonanalogous, as well as traditional instruction and control (d = .50), 95% CI [.44, .56]. Of 15 potential moderators, four variables were found to reliably moderate the effectiveness of case comparisons: the objective of the comparison, the presentation of a principle, the content, and the lag between the comparison and testing. Asking learners to find similarities between cases, providing principles after the comparisons, using perceptual content, and testing learners immediately are all associated with greater learning. We conclude with a discussion of the theoretical and practical implications of these results for cognitive theory and classroom practice.     

JEWISH RELIGIOUS EDUCATION

“Few would disagree that if Catholic schools are to continue to develop quantitatively and qualitatively, changes must be wrought.”     

Exploring coaching actions based on developed values: a case study of a female hockey coach

There are few empirical studies that demonstrate how values are developed and how they are linked to coaching actions. There can be a discrepancy between the statement of coaches’ values and their actual coaching actions. In order to examine how coaching actions are influenced by values that are developed over a lifetime, the purpose of this article is to first describe a female hockey coach’s approach to coaching using five key coaching actions, then identify the underlying values that influenced those actions, and then explore how these values were developed in different experiences throughout her life. A time-oriented network analysis was conducted based on four semi-structured, in-depth interviews with the coach. The results present five key coaching actions: (a) organizing coach education programmes for athletes, (b) creating groups to help athletes bond, (c) bringing in experts from various domains, (d) asking athletes to reflect on attitudes and goals, and (e) giving athletes playing time based on hard work and effort. We identify the core values guiding these actions as: (a) equity, (b) connectedness, (c) holistic development, (d) respect, and (e) effort. Finally, we present a number of the coach’s experiences that demonstrate the complexity of developing these values throughout her life. The importance of reflecting on and discussing coaching actions, experiences, and the underlying learned values may help coaches develop coaching actions that are guided more explicitly by those values.     

AGE AND HEADTEACHERS’ ROLE CONCEPTIONS

The relationship between age and role conceptions was examined in a national sample of infant, junior and secondary school headteachers drawn from schools throughout England and Wales. American studies of the school principalship have shown authoritarianism, closed‐mindedness, and lack of educational innovation to be characteristic of the beliefs and behaviour of older rather than younger school principals. The present study failed to support American findings. Older headteachers were found to exhibit less authoritarianism than younger headteachers; nor were older heads more traditional in outlook than younger colleagues or any less concerned with supervising the work of their teaching staffs.