Later Life: A Time To Learn

In this article, an emerging framework for investigating and interpreting the experiences of learning in later life is presented. This framework is contextualized by a study in which the lived experiences of later-life computer learners were investigated. Significant ontological and existential interpretations from the study provided insights into the meaning of time in later life. Time for the omega generation is particularly important because people look to the past and the present for both meaning and integrity. They then use this knowledge to look to the future for a time when they will no longer be living. The period of older adulthood is also unique in the life course as an opportunity to learn. With no time constraints, people in later life are able to devote time to learning in a way not previously experienced. Interpretations from the research project provide a link between learning in later life and the ontological and existential search for meaning. These three related constructs (i.e., time, later life, and learning) are explored in this article.     

Organizing for survival and social change: The case of streetwise

This study explores how members of StreetWise organize for survival and social change. Through the publication of a street journal by the same name, StreetWise provides employment opportunities for men and women without homes. Using feminist principles of organizing as a backdrop, we highlight the discursive moves that (1) reinforce StreetWise's standpoint as counter to the practices and structures of the dominant culture, and (2) provide alternative ways of thinking about issues of poverty and homelessness. We highlight tensions that emerge between the dialectic of survival and social change, and in so doing position StreetWise as an “alternative discourse community” that develops counterdiscourses amidst cultural and material constraints. We work toward locating how members negotiate organizational irrationalities through moral deliberation.     

LEVERAGING RESOURCES THROUGH STRATEGIC ALLIANCES FOR WORKFORCE DEVELOPMENT

The Michigan Technical Education Center (M-TEC) at Bay de Noc Community College is leading the way in workforce development for Michigan's Upper Peninsula. By leveraging resources through strategic alliances with industry, government, labor, and education, the M-TEC has become a powerful tool for training solutions. A March 1998 State of Michigan initiative sought applications from community colleges interested in a no more business as usual approach to technical skills training. The Michigan Economic Development Corporation (MEDC) awarded the M-TEC construction grant to Bay College in January 1999; groundbreaking took place in May 1999 and the center was dedicated in March 2000. The M-TEC concept - anytime, anywhere, customized training - proved itself through dramatic first-year increases in the number of workers trained (89%), total training hours (90% ), and MEDC training grant funds (500%). This has been accomplished in part through the impressive variety of resources the M-TEC leveraged from its strategic alliances. The M-TEC's sustaining partners, a group that has doubled in size after 1 year of operation (i.e., from 9 to 18), have increased the capacity of the center, even as they have contributed to its operation's budget. Equipment the center could not afford is now in use because the supplier wants its local customers to have access to it - and because the center could provide the training laboratories to house it. Dedicated computer laboratories make workforce training simple, with resources always available when needed by business and industry. The M-TEC is generating multiple revenue streams through nontraditional means to meet the state s 5-year mandate of self-sufficiency.     

A concurrent model of the wilderness therapy process

Abstract

Though wilderness therapy programs are growing in number and popularity, the theoretical basis for distinguishing wilderness therapy from traditional therapeutic modalities is lacking. Existing models describing the wilderness therapy process have been stage-based, meaning the process has been conceptualized as sequential and discrete. Lost in this conceptualization of the wilderness therapy process is the dynamic and interrelated nature of therapeutic factors reasoned to be present at all times and to varying degrees. To address the limitations of stage based models and the lack of a strong theoretical basis in wilderness therapy, a concurrent model of the wilderness therapy process is proposed. This proposed model consists of three factors believed to be unique to the wilderness therapy milieu: Wilderness, Physical Self, and Social Self. The constituents of each of these factors are detailed and theoretical rationale for inclusion provided. In addition hypotheses about the intensity of each of these factors are discussed as a function of the temporal progression of the wilderness experience (e.g. entrance into wilderness program, exiting wilderness program). Advantages of the proposed model as well as suggestions for model testing and refinement are included.     

Bookstores - Los Angeles

“Larry Edmunds Cinema and Theater Bookshop”, Inc. 6658 Hollywood Blvd., Hollywood, Calif. 90028: This bookstore was mentioned earlier in BBB under cinema [I:6:5 and II:4:6]

“Acres of Books”, 240 Long Beach Blvd., Long Beach, Calif. 90802: Dr. Kittross described this bookstore in an early issue of BBB [I:4:3]

“The Book Shelf”, 1217 South Hawthorne Blvd., Hawthorne, Calif. 90250.

“Gene de Chene Bookseller”, 11552 Santa Monica Blvd., Los Angeles, Calif. 90025.

“Dawson's Book Shop”: 533 North Larchmont, Los Angeles, Calif. 90004.

“Cosmopolitan Book Shop”: 7007 Melrose Ave., Los Angeles, Calif. 90038.

“West Los Angeles Bookstore”, 1670 Sawtelle Blvd., Los Angeles, Calif. 90025.

“Wilshire Books”, 3018 Wilshire Blvd., Santa Monica, Calif. 90406.     

Managing the Research University: Clark Kerr and the University of California

In the 1950s and 1960s, Clark Kerr led the University of California's Berkeley campus, and then the University of California as a whole. Throughout these years, he developed a system of managerial strategies. This paper shows how Kerr's administrative views drew upon his background in industrial relations, his liberal theories of pluralistic industrial change, and contemporary understandings of American business organization.