Maintaining Discipline in the Kaiser Wilhelm Society during the National Socialist Regime

In responding to incidents of internal ‘indiscipline’, the Kaiser Wilhelm Society many times asserted its authority, sometimes in cooperation with agencies of the Nazi regime. Following the Second World War, however, the KWS represented itself as having been intrinsically anti-Nazi. This essay describes the assumptions inherent in this view, and points to its wider implications for post-war German science.     

The Regrettable Necessity of Contingent Valuation

Ordinary markets allow parties, not the state, to value property and projects. But they do not account for subjective value in such traditional contexts as condemnation. An awareness of these nonmarket values helps overcome any categorical opposition to the use of the contingent valuation method (CVM) to value cultural and environmental resources. But accurate CVM should measure all values, positive or negative, tononowners; it should apply generally to any substitute projects; and it should seek to account for diminishing marginal value of additional resource units. CVM should be used only to aggregate nonmarket preferences, not to skew the political debate to cultural or environmental objectives.     

Publishing about philanthropy

The number of books and journals published about philanthropy is growing. This article examines that growth, looks at which book and journal publishers are most active in the field, and explores the publishing environment. Philanthropy's interdisciplinary nature raises questions about audience and markets, as well as authors and publishers.     

Peer Observation of Teaching & Staff Development

Peer Observation of Teaching (POT) is a little used way of stimulating reflection on and improvement of teaching. It is an unusual form of staff development [SD] that emphasises continuous processes and peer feedback rather than course attendance. This paper describes the principles and practice of POT, including potential benefits and drawbacks and discusses the conditions necessary for it to flourish in departments and institutions. It argues that POT overcomes the problem of staff ownership'of SD by connecting with peer culture but may be promoted, implemented and supported by SD functions linked to personnel departments. Thus SD functions may play a more substantial role in their organisations'development than hitherto.