Trends and practices in functional behavior assessments completed by school psychologists

Functional Behavior Assessments (FBAs) utilize direct and indirect methods to collect data on student behavior to generate a functional hypothesis and drive intervention development. School psychologists are trained to conduct FBAs and use them regularly in schools. However, no evidence exists describing the specific practices used by school psychologists when they conduct FBAs. In this study, 199 respondents completed a web‐based survey developed using expert review and cognitive pretesting. Most respondents reported their gender as female (87%), were between 30 and 39 years old (50%), and practiced at the Specialist level (57%). Respondents reported receiving training in FBA across multiple sources and utilizing multi‐method data collection methods when conducting FBAs. A large amount of variability was observed in the specific instruments used by school psychologists, with a substantial proportion using forms that were not standardized or pre‐constructed. Implications for current practitioners, trainers, and researchers are described.     

Yahdii reveals the way

Cultural Studies of Science Education - Using Indigenous Astronomy and the arts, I respond to Wayfinding with a conceptual image that represents my cultural understanding of the idea of navigation.     

When Diversity Training Goes Wrong: A Case Study Analysis of the University of Delaware Residential Education Program

In an increasingly global and interconnected world, it is necessary for corporations and educational systems to develop mechanisms for community members to enhance multicultural competencies related to diversity including race, ethnicity, gender and gender identity, sexual orientation, age, religion, and the like. Some people internalize anger, fear, contempt, and guilt about these issues. As a result, people express their feelings in unhealthy and unproductive ways in school and in the workplace. The solution often is to provide diversity training or sensitivity training. This case study analysis utilizes Kaufman's systemic thinking model to examine what went wrong when one university attempted to implement a yearlong intensive diversity training program that brought national media attention and a potential lawsuit against the university, ultimately resulting in a dramatic shift in the university's out‐of‐classroom experiential learning policies.     

Factor analysis of the abbreviated conners teacher rating scale: Implications for the assessment of hyperactivity

A factor analysis of the abbreviated Conners Teacher Rating Scale (CTRS) was completed using a sample of 108 regular and special education students. Two factors accounted for 69.5% of the total response variance: Factor I consisted of items describing attention deficits and motor activity, and Factor II consisted of items describing excessive affective reactions. It is suggested that the abbreviated CTRS be interpreted with respect to its latent structure, rather than to one global score as has been common practice.     

‘Now the Scene Appears Chang’d’: Amabel Countess De Grey,Lifecycles and the Visitor Experience of English Watering Places, 1775–1826

This article examines the visitor experience of England’s watering places during the late eighteenth and early nineteenth centuries. Using the diaries and correspondence of Amabel Countess De Grey, it explores the ways in which the motivations, expectations and activities of elite female visitors changed as they reached different stages in their lifecycle. Discussion focuses on the use of mineral waters as a medical treatment; how patterns of sociability differed between spas and seaside resorts; and how attitudes and habits changed with age.     

Connecting Diversity Efforts in the Workplace with Business Mission,Goals, and Objectives

As more attention is given to managing and valuing diversity in the United States workforce, the linking of diversity issues and practices to organizational performance needs must be addressed. In addressing the performance question, this article investigates both the difference between a quick fix and systematic action, and the distinction between a program and a process. A systematic and comprehensive process linked to organizational goals and performance is recommended. Gaps in typical programs and responses are pointed out, and some possible areas for measuring results attributable to valuing and managing diversity are suggested.