Planning Sessions Research Articles

Motor learning: A practical framework for paediatric physiotherapy

A motor-learning framework is relevant to the planning of therapy sessions with children with movement disorders. Theoretical and practical consideration needs to be given to the child's learning stage and priority goal: learning or performance. Following a motor-teaching model, instructional factors related to the therapeutic intervention include: context, motivation and prior knowledge, instructions, modelling, taxonomy and sequencing of tasks, anticipation skills, mental and physical practice, repetition, facilitation-guidance and feedback. Further reflection on motor learning concepts in the selection of appropriate motor-teaching strategies may promote more effective physiotherapy interventions. Therapists are encouraged to document systematically their instructional strategies and the outcome on the children's motor learning.

Follicular Transplantation

Follicular transplantation is a method of hair restoration surgery that uses hair in its naturally occurring groups called follicular units. By using the follicular unit exclusively in the transplant, the surgeon can move extensive quantities of implants in a single session to complete the hair restoration in as few sessions as possible. To briefly review the salient features of follicular transplantation, to discuss how the patient should be evaluated for the follicular transplant procedure, and to provide guidelines for the planning of the first and subsequent transplant sessions. This paper will examine: 1) ways to anticipate future hair loss, 2) how to assess donor reserves, 3) what can be accomplished in a single transplant session, 4) how to plan for subsequent sessions, and 5) how to manage the patient with diffuse androgenetic alopecia. Follicular transplantation is performed according to techniques detailed in a previous publication (Bernstein et al. Int J Aesthet Rest Surg 1995;3:119-32). Excellent cosmetic results can be achieved when there is meticulous attention to transplanting intact follicular units, when the extent of balding is accurately assessed, and when the finite nature of the donor supply is respected. Because of their small "physiologic" size, follicular implants enable the surgeon to transplant large numbers in a single session. Follicular transplantation will greatly increase the benefits of the hair restoration procedure when the patient is thoroughly evaluated and when the procedure is undertaken after careful short- and long-term planning.

Shared learning forprimary health care teams: a success story

This paper sets out an educational model for shared learning for professionals working in primary health care teams (PHCTs). It presents an outline of an experiential educational programme using a simulated learning exercise based on a genogram. Multidisciplinary programmes are inherently problematic and tend to be ad hoc in their choice of educational theory. It was therefore our intention to discover the educational principles and theory that underpinned our innovative educational experience and to offer some fundamental criteria for the planning of future shared learning sessions in PHCTs. The process chosen to make the theory explicit was, 'reflecting on a critical incident' (Reed & Proctor 1993, Tripp 1993).

Business‐oriented environmental performance metrics: Building consensus for environmental management systems

AbstractToday, environmental managers are learning new ways of adding value to their organizations. Before, the environmental department was an overhead expense—an indirect support group required for complying with burdensome regulations. Now, such departments add insights and value during strategic planning sessions, identify efficiency improvement opportunities, provide a superior return on investment, and—bottom line—improve profits. The primary approach to meeting the challenge is a new environmental management system (EMS) that identifies, measures, and manages a diverse set of internal and external customer needs. These needs include environmental cleanups, regulatory compliance, pollution prevention, and design for the environment—and each represents a potential improvement opportunity. Unfortunately, most organizations have so many such needs that all cannot be addressed at once, given the resource constraints of a competitive business climate. Thus, priority is a key concept of an effective EMS. This article describes an innovative application of consensus‐building tools that quickly identify and set priorities for diverse environmental programs. The article also shows how appropriate performance measures will align these programs with corporate goals and objectives.

BUILDING COMMUNITY THROUGH STRATEGIC PLANNING: A CASE STUDY OF McPHERSON COUNTY, KANSAS

As citizens in McPherson County, Kansas, engaged in strategic planning to position themselves economically for the future, they also worked to build community. Data were collected during seven months of strategic planning. Two visions of community emerged during the strategic planning sessions. One group of citizens articulated community as the entire county while another group constructed community as individual towns and population groups within the county. Ultimately, the county-wide view of community dominated the strategic planning discussions. Conclusions are offered to explain this outcome and implications are provided for community development.

1996 American Historical Association Meeting

tion in the United States demonstrated how linking consumption to pro duction has stimulated recent research on class construction. Alan Be rolzheimer examined how social scientists produced homogenized models of consumption and mass in the early twentieth century. Visions of consumer society structured the decisions of retailers and employers, as Meg Jacobs demonstrated in an investigation of department store owner Edward Filene. They also influenced workers in the cooperative move ment, as Stephen Milim showed in a paper on cooperative housing in New York City. Discussant Dana Frank praised the panelists' demonstrations of how consumption, as ideology and practice, contributed to workers' self identification as members of the middle class during the interwar period. She cautioned, however, that workers1 acquisition of property and pro ducers1 efforts to stimulate consumption must also be understood as mate rial processes of capital accumulation and class transformation. Discussion forecasted a revised analysis of consumption in American history, one in which the approaches proposed by the panelists would succeed in politiciz ing the present understanding of consumption as a feature of a generalized mass culture11 developing between the world wars. More than a dozen conferees attended the Labor Network meeting to plan sessions for the next SSHA conference. The Network chose to feature panels exploring the value of interdisciplinary approaches and cross national comparisons. Comparative panels on anarchism, race and eth nicity, homework, rural labor, and the experiences of dockworkers were proposed. Panels on work in the borderlands of the United States and Mexico, on migrant labor on the U.S. East Coast, and on transnational constructions of race, ethnicity, and culture were also recommended, and these sessions will anchor the discussion of labor and working-class history at the 1996 conference in New Orleans (October 10-13).

286 Rehabilitation group with cancer patients

This programme is a part of a randomised co-operative study between surgical/oncological clinics and day care centres in the treatment of cancer patients. To determine the significance of group rehabilitation three months after the diagnosis, patients with newly diagnosed breast, prostrate, gastric or colorectal cancer are included. Each group is composed of 5 to 8 people who meet for two and a half hours once a week for 8 weeks with a follow up session two months after the final meeting. Each meeting has two sections. First conversation therapy led by a psychologist and a nurse, followed by physiotherapeutic/relaxation led by a physiotherapist. The conversation therapy program is structured after a cognitive/behavioural model. A doctor and a dietician are each invited to a conversation where they give a general presentation followed by a question and answer period. At present, the level of participation is 62%. The patients who consent to participation, attend most meetings with very few drop outs. Older patients and those living farther away from the treatment centre decline participation to a larger extent. Since this type of rehabilitation programme is relatively new the goal was to plan sessions that would appeal to all patient categories. Breast and prostrate patients were more inclined to participate than colorectal patients. On the other hand the ratio of men and women was more or less the same.

Collaborative Planning and Transforming Knowledge

Previous research suggests that although college students are developmentally readyto transform knowledge according to the constraints of specific rhetorical situations,they often don't do so. In this exploratory study, I ask if students in a business andprofessional writing course can transform knowledge when cued to do so in aninvention activity—collaborative planning sessions—but are given no other instructional help. Further, I ask what kinds of instructional scaffolding students providefor each other in their planning sessions. Collaborative planning sessions for two pairs of students on three differentbusiness writing assignments were recorded and transcribed. Detailed descriptiveanalyses of these transcripts suggest that the students transformed knowledge whenthey faced rhetorically complex tasks, when the writer showed commitment to thetopic, when they engaged in extended discussion, and when they focused on rhetorical issues. Further, the students provided each other with both relatively simpleinstructional scaffolds (active listening, identification of simple problems, andproviding opportunities for extended elaboration) and more sophisticated,situation-specific prompts to transform knowledge (posing specific questions basedon explicit rhetorical concerns and challenging each other to completely reconsiderhow they were approaching a writing task). Implications for pedagogy and researchare briefly considered.

Annual Meeting 1994: Report on Annual Meeting Planning Session

Annual Meeting 1994: Report on Annual Meeting Planning Session

Using faculty consensus to develop and implement a medical ethics course.

This report describes the development and implementation of a new required course in medical ethics for second-year medical students at the Cornell University Medical College, 1988-89 and 1989-90. The course was specifically designed to teach students who had not yet started their clinical clerkships to think critically and systematically about ethical issues faced by practicing physicians. The goals, structure, and content of the course were developed using an innovative technique, a planning model involving faculty consensus. The faculty members found the planning sessions intellectually challenging and enjoyable, and reported that the sessions added greatly to their teaching of the course. The students' evaluations over the first two years of the course (with 188 of the 201 students--94%--responding) documented the students' satisfaction with the content and the structure of the course, and their belief that the course had achieved its goals. The authors conclude that the faculty's participation in the planning process was crucial to the success of the course.

Clinical research with community-based older women.

Subjects for research with community-based elderly women are best obtained by first establishing rapport with the manager of the retirement home or apartment complex for the elderly. The site for group research should be comfortable, private, and free of distractions; it should also be centrally located and easily accessible for subjects with impaired mobility. Verbal instructions and printed questionnaires must be appropriate for the elderly subject's hearing, visual acuity, and reading level. It is important to ensure that subjects are using functional hearing aids and glasses, to allow extra time to repeat or explain questions, and to plan sessions that are not lengthy or tiring.

Developing learning‐centred trainers and tutors

The authors outline an approach to the development of incidental trainers and teachers that encourages learning‐centred decision making in the planning and implementation of formal or informal teaching or training sessions. The approach involves a ‘first principles’ approach to objective setting and the use of a model of learning which is used as a guide to session planning, activity selection and questioning. The approaches developed have been used with many groups of novice trainers and teachers with considerable success.

The American Welding Society

Throughout the 20th century, there has been rapid development of welding technology and applications, and, since 1919, the American Welding Society (A WS) has worked to advance the science, technology and application of welding. As the century nears its conclusion, a mature welding industry finds itself facing unprecedented opportunities, both domestically and internationally. Meeting these opportunities will challenge industry on economic and sociological fronts as well as in the familiar realm of technology as a much higher level of inter-industry cooperation must be cultivated. Withmorethan35,000members,AWS sees its major challenge in the 1990s as the need to coordinate and focus the efforts of businesses, research institutions and professional organizations as they attempt to meet these challenges. To achieve this goal, A WS recently invited 34 executives and scientists from major welding fabrication and research organizations to a series of strategic planning sessions designed to explore issues vital to the future of materials joining. Called Welding 2000 Fastigium, these four days of intense discussion by some of the top minds in the industry produced valuable insights that will be used to guide AWS's creation of programs as it attempts to facilitate the development of the industry. The meeting was conducted by Sherman Titens of the Fromm Institute, a Kansas City-based consulting firm specializing in long-range strategic planning. Participants included executives and researchers from such organizations as the U.s. Department of the Navy, Sandia National Laboratories, Caterpillar, Inc., and such welding industry giants as Hobart Brothers, Lincoln Electric and Miller Electric Manufacturing Company. At first in small groups and later together, participants discussed the potential effects of scenarios dealing with the workforce, globalization, the professional interface, the materials joining process and "over design" dilemmas. The fastigium panel concluded that the U.S. can remain prominent in manufacturing technology only by bringing together its resources in welding and directing priority to specify goals. Competition from abroad runs the gamut from low labor costs in Asia to increased market leverage by large European con-

Group Psychotherapy for a Heterogeneous Short-Term Inpatient Population

This article outlines some of the factors to be considered when planning inpatient groups for psychiatric patients. A model is presented for group psychotherapy with a heterogeneous admission ward population. The model includes session plans based on objectives graded according to patients' levels of functioning. Also discussed are group rules and the therapist's role.

Implementation of a visual interactive consensus decision support system

The development of a consensus production, distribution of finance decision support system for HP Bulmer PLC is described. The DSS is implemented on a micro computer, uses high resolution colour graphics for its display output and supports both a data base and a software model bank. This model bank allows different production and distribution planning models to be run, in context during the same interactive planning session. The paper also comments on the elementary learning capabilities of the system.

The use of video in residential social work staff development

ABSTRACT This article describes the authors' experiences using video in staff development with a group drawn from two residential units for children. The authors' approach draws on the microteaching model, as well as on their experiences in two experimental situations with social work students. A description of the planning of the training sessions, the authors' intentions, and the expectations of staff members, is followed by a summary of the content of the sessions. An evaluation with the aid of a short questionnaire suggests that most staff found it a useful and enjoyable experience; although staff from one unit found the video equipment less useful than their colleagues, probably due to more hesitant participation. The equipment appeared to enhance learning in the areas of self-presentation and assertiveness. A tighter structure and more time would have enabled considerably more progress to have been made. Conclusions are drawn from this experience which will, it is hoped, be of interest to others inv...

What You Might Want to Know About Appalachian Heritage Magazine: (And Might Ask if You Had the Chance)

APPALACHIANHERITAGEBOARD These members of the Appalachian Heritage Inc. board in session planning for the continued operation of Appalachian Heritage magazine. (L-R) A.H. Perrin, Paul Neil Allen, Dr. William Hayes, Dr. John Stephenson, board chairman Bill Weinberg, editor Al Stewart, Mike Mullins, Gary Conley and Bill Gorman. (Photo by board member Ron Daley) WHAT YOU MIGHTWANT TO KNOW ABOUT APPALACHIAN HERITAGE MAGAZINE (AND MIGHT ASK IF YOU HAD THE CHANCE) What gives with Appalachian Heritage magazine anyway? I have heard during the last few years that the editor was retiring and that the magazine would fade gently away. I have also heard recently that it was to suspend publication for lack of support from some place I can't even remember. Then more recently I heard that it was to continue under new sponsors. What's the story on all this? Is it to be a "new" Appalachian Heritage? Is it going to have a new hill-side slant? Is it going to belabor the Philistines? Where will it be located and who's behind, in front of, or running along with it in this "resurrection," and how did it come about in the first place? Whew! Let me catch my breath and I will try to answer these questions, but as you guessed, it will necessitate a brief history of the magazine. A new APPALACHIAN HERITAGE? Not really. No. Rather a continuation of the magazine in its growth over the past ten years. The new sponsors did not want a "change" in the magazine except the move from unwilling hands to those of willing and supporting hands. No change in policy, they wanted it TO ??????? PUBLICATION. Their word: It was too good, too valuable, a voice for our region and people to let the Philistines íciíí it. So there you are! But let's get to a bit of history and then up to the present time. APPALACHIAN HERITAGE began officially June I, 1972, when word was received from The National Endowment for the Humanities that a proposal for a three-year matching grant for an Ap78 palúdúan studies program to be called The Appalachian Learning Laboratory had been approved. The matching grant had the purpose ofgetting the program going. APPALACHIAN HERITAGE was a part of that program. Will Hayes, James Gayheart, and Bill Weinberg were instrumental in getting the proposal accepted and the program organized. I wrote up the sections for the magazine and for Appalachian literature and folklore and taught the first classes in these subjects. The Appalachian Learning Laboratory was a comprehensive program of Appalachian studies and resources: there were classes in Appalachian literature, folklore, history, sociology; there were such related programs as oral history, photographic archives, Our Appalachia Day and other activities. Bill Weinberg was the first director. When he left to join a ¡aw firm in nearby Hindman, Kentucky, his assistant, Mike Mullins, became director. When Mike left to become director of the Hindman Settlement School, his assistant, Ron Daley, took over. When Ron left to become a founder and editor of THE TROUBLESOME CREEK TIMES, BiIi Phillips took over temporarily. But the handwriting was already on the wall: The Appalachian Learning Laboratory would be phased out and all the student work and activities connected with it. APPALACHIAN HERITAGE lasted a while longer although its survival value had been in more jeopardy than any other aspect of the Laboratory most of the time. The magazine survived longer than the other aspects, I believe, primarily because of one thing: I was editor for six years without saL·^. It is not easy to fire someone who is'doing a lot of work for nothing. But for most of the time, too, there were always two or three good peopk in high places who supported it. I retired officially, lived on my partial retirement, and commuted back and forth to the office for two years— and taught some classes when students requested them—but my main time and energy were spent on the magazine. When a four-lane, monstrous highway split my farm and house in half, I salvaged what I could by working 30 straight days from daylight until dark with the help...

Fitting in the Management Science Specialist

Fuller and Atherton discuss the relationship between management science specialists and managers. Management science specialists have developed expertise in the complex quantitative techniques available to aid in decision-making. Managers on the other hand, are expected to have a good understanding of the total organizational picture. The conflict arises when managers become overwhelmed by the technical expertise of the staff specialists. A limited understanding of quantitative tools encourages managers to evaluate situations on technical factors (i.e., model sophistication, computer time, quality of output) instead of on the broader perspective of the needs of the organization as a whole. Also, some specialists have developed expertise in a small set of techniques, increasing their tendency to generalize a familiar tool to apply to all situations. The authors suggest that managers become more familiar with management science techniques so as to be able to recognize the appropriate tools for each situation and to be able to analyze the results of their use. Similarly, staff specialists can be asked to participate in strategic planning sessions or can be assigned temporary line jobs in order to develop a better understanding of the total organizational picture. In addition, outside experts can perform audit-like functions to determine if appropriate technological/quantitative alternatives were investigated in the process of reaching a particular decision or planning approach.

By Way Of Introduction

Another school year is beginning and the Arithmetic Teacher is continuing its efforts to serve better the interests and needs of classroom and preservice teachers. Last year we advanced the publication yearfrom eight issues, October through May, to eight issues, September through April-because teachers had told us they needed material earlier in the school year. October was not soon enough. Since then teachers have reported that they liked having a September issue, but it would be even more helpful if they could receive it earlier in August, in time for preschool planning and workshop sessions. So this year the September issue is being mailed two weeks earlier than last year.

Fitting in the management science specialist

Fuller and Atherton discuss the relationship between management science specialists and managers. Management science specialists have developed expertise in the complex quantitative techniques available to aid in decision-making. Managers on the other hand, are expected to have a good understanding of the total organizational picture. The conflict arises when managers become overwhelmed by the technical expertise of the staff specialists. A limited understanding of quantitative tools encourages managers to evaluate situations on technical factors (i.e., model sophistication, computer time, quality of output) instead of on the broader perspective of the needs of the organization as a whole. Also, some specialists have developed expertise in a small set of techniques, increasing their tendency to generalize a familiar tool to apply to all situations. The authors suggest that managers become more familiar with management science techniques so as to be able to recognize the appropriate tools for each situation and to be able to analyze the results of their use. Similarly, staff specialists can be asked to participate in strategic planning sessions or can be assigned temporary line jobs in order to develop a better understanding of the total organizational picture. In addition, outside experts can perform audit-like functions to determine if appropriate technological/quantitative alternatives were investigated in the process of reaching a particular decision or planning approach.