New Learning: a different way of approaching conference evaluation

New Learning (NL) is an innovative process aimed at collaborative learning in professional and scholarly events and is a new way of approaching evaluation at professional conferences. NL is a process integral to a conference that focuses on the learner and how and what they learn, rather than on presenters and presentations. Whereas most professional conferences claim learning as a primary objective, seldom do any structure or evaluate to maximize that objective. The NL process helps to structure and assess organizational learning as a primary outcome in addition to providing avenues for collection of traditional evaluation information. This article explains the NL process, reviews the literature of learning and evaluation, describes what NL is and how it works, and then compares and contrasts it with traditional evaluation methods and theory. It concludes with implications for future applications and research for NL.     

A comparison of physiological and anthropometric characteristics among playing positions in sub-elite rugby league players

This study compared the physiological and anthropometric characteristics of specific playing positions and positional playing groups in sub-elite rugby league players. Altogether, 415 sub-elite rugby league players underwent measurements of standard anthropometry (body mass, height, sum of four skinfolds), muscular power (vertical jump), speed (10-m, 20-m, and 40-m sprint), agility ("L" run), and estimated maximal aerobic power (multi-stage fitness test). Props were significantly heavier and had a greater skinfold thickness than all other playing positions. Centres, fullbacks, and hookers were faster than props over 40 m. When the data were analysed according to positional commonality, props were taller, heavier, had a greater skinfold thickness, were less agile, and were slower over 10 m than all other positional groups. The hookers/halves and outside backs positional groups were significantly faster over 40 m than the backrowers and props positional groups. In addition, the hookers/halves and outside backs positional groups had significantly greater estimated maximal aerobic power than the props positional group. The results of this study demonstrate that few physiological and anthropometric differences exist among individual playing positions in sub-elite rugby league players, although props are taller, heavier, have greater skinfold thickness, slower 10-m and 40-m speed, less agility, and lower estimated maximal aerobic power than other positional groups. These findings provide normative data for sub-elite rugby league players competing in specific individual positions and positional playing groups.     

Different approaches to classroom environments based on teacher experience and effectiveness

The purpose of this qualitative instrumental case study was to continue looking at the differences in classroom environments for different levels of teachers. Specifically, we wanted to focus on teacher perspectives of classroom management, relationships with students, motivating students, student risk-taking within the classroom, and student self-regulation. The three levels we looked at for this study included highly effective teachers, proficient teachers who have taught for more than 3 years, and new/developing teachers. The results found three major themes with differences in how teachers at each level approached classroom management, relationships with students, and student behaviors within the classroom. The student behaviors within the classroom included self-regulation and risk-taking. The results of this study provide researchers more information regarding the different stages of teaching, information to schools on ways to mentor teachers at each level of teaching, and information to teacher preparation programs on ways to help preservice teachers prepare for the classroom.     

Dependency and Autonomy: Strategies for a Leader’s First 90 Days

Abstract

Rather than reinventing the wheel for each new position, leaders in libraries may choose to rely on heuristics that leading thinkers in organizational theory have pointed out exist in many organizational settings. One of the central concerns they have elucidated is the dynamic between dependency and autonomy, which are ways of understanding a main theme in the narrative the organization is telling about itself in direct and indirect ways. This column adapts this framework to a new leader’s first few months on the job in order to highlight organizational signals or tells that would key the new leader into how dependency and autonomy exist as a balance.