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This study used the design process (analysis, development, and evaluation) to understand and refine the process, dimensions, and outcomes of a multi-year, whole-institution approach to social justice education for preservice teachers (PSTs) at one institution. The authors used shared governance to establish a cross-disciplinary faculty-student learning community and provided interdisciplinary social justice learning opportunities to PSTs across multiple years. These were delivered using high-impact practices such as community-engaged learning and ePortfolios.

The authors used formative data to examine and refine this study's program design. The authors assessed engagement within and across the components of the whole-institution approach and the impact on, and change in, social justice learning and orientation for PSTs.

Findings showed deepened engagement within and across the components of the whole-institution approach, however, committee representation, opportunities for interdisciplinary collaboration, and coordinated field experiences are areas that can be strengthened. All PSTs demonstrated an understanding of the connections between annual social justice foci and teaching practices, and some documented growth in social justice awareness over time. The authors found more clarity is needed around archiving and keeping social justice event reflections in the ePortfolio each year.

This study adds to the existing literature by using the design process to refine the development of a whole-institution social justice education program for PSTs.

This paper presents the theoretical rationale for further development of a model for the assessment and management of intraorganizational conflict. The purpose of such a model would be to assist employees, managers, human resources practitioners, and external service providers in selecting the most appropriate conflict management strategy for a given conflict. The framework presented builds on the previous work of Sheppard (1984) and Elangovan (1995, 1998) in suggesting that a contingency‐based model of strategy selection must include attention to characteristics of the conflict, desired outcomes of the participants, and awareness of available conflict management strategies. By expanding the range of conflicts and conflict management strategies typically included within a single model, the framework presented here forms the basis of a comprehensive model for dealing with intraorganizational conflict.

The present study attempted to replicate the findings of Kolb's research identifying two groups of mediators, which she labeled “Dealmakers” and “Orchestrators.” Seventy‐seven mediators were presented with a written dispute and asked to react the likelihood that they would use each of nine different mediation techniques. The techniques corresponded to Sheppard's taxonomy of Process Control, Content Control, and Motivational Control techniques. They also rated the perceived effectiveness of each of these three types of control with the dispute. Based upon their responses, the mediators were separated into groups using average‐link cluster analysis. The results suggested four clusters: Cluster 1 members corresponded to Kolb's “Dealmakers,” relying upon Process, Content, and Motivational Control techniques. Cluster 2 members did not correspond to either of Kolb's classifications, choosing to use Content and Motivational Control strategies. Cluster 3 members were similar to Kolb's “Orchestrators;” members of this cluster relied upon Process and Content Control techniques only. Cluster 4 members were reluctant to use any of the control strategies. These findings suggest a partial replication and extension of Kolb's initial work. Implications for future research are discussed.

As numerous scholars have noted, the law takes a strikingly incoherent approach to adolescent reproduction. States overwhelmingly allow a teenage girl to independently consent to pregnancy care and medical treatment for her child, and even to give up her child for adoption, all without notice to her parents, but require parental notice or consent for abortion. This chapter argues that this oft-noted contradiction in the law on teenage reproductive decision-making is in fact not as contradictory as it first appears. A closer look at the law’s apparently conflicting approaches to teenage abortion and teenage childbirth exposes common ground that scholars have overlooked. The chapter compares the full spectrum of minors’ reproductive rights and unmasks deep similarities in the law on adolescent reproduction – in particular an undercurrent of desire to punish (female) teenage sexuality, whether pregnant girls choose abortion or childbirth. It demonstrates that in practice, the law undermines adolescents’ reproductive rights, whichever path of pregnancy resolution they choose. At the same time that the law thwarts adolescents’ access to abortion care, it also fails to protect adolescents’ rights as parents. The analysis shows that these two superficially conflicting sets of rules in fact work in tandem to enforce a traditional gender script – that self-sacrificing mothers should give birth and give up their infants to better circumstances, no matter the emotional costs to themselves. This chapter also suggests novel policy solutions to the difficulties posed by adolescent reproduction by urging reforms that look to third parties other than parents or the State to better support adolescent decision-making relating to pregnancy and parenting.

To examine Mary Parker Follett's writings with respect to organizational justice and highlight insights that can advance contemporary organizational justice theory as well as help justice scholars effectively address challenges currently facing the field.

By comparing and contrasting Follett's writings with contemporary research, the author argues that Follett provides a number of insights that can advance contemporary justice theory and research. Discusses ways in which the field can capitalize on these insights.

Follett foreshadowed a number of important justice issues that have subsequently captured the attention of contemporary justice scholars. More importantly, her process‐oriented perspective suggests a number of research avenues that have yet to be fully explored including emotionality of injustice, integrative unity, and circular responses. In order to take advantage of Follett's insights, however, contemporary justice researchers may need to re‐examine current assumptions about: the nature of organizational justice; the way that it should be studied; and the relationship between theory and practice.

This paper is the first to examine Follett's writings in the context of organizational justice. Although the field of organizational justice has not yet recognized Follett's work, her writings deal both explicitly and implicitly with the concept of justice in considerable depth. Not only does Follett foreshadow contemporary research, but her writings also provide alternative avenues for theory development and research.

IDEAL methods of Library service; this, in simple translation is the purpose before the Library Association Conference at Manchester this year. The first thing that strikes any observer is the great variety of current library work. There was a day, so recent that fairly young men can remember it, when a Library Association Conference could focus its attention upon such matters as public library charging systems, open access versus the indicator, the annotated versus the title‐a‐line catalogue, the imposition of fines and penalties; in short, on those details of working which are now settled in the main and do not admit of general discussion. All of them, too, it will be observed, are problems of the public library. When those of other libraries came into view in those days they were seen only on the horizon. It was believed that there was no nexus of interest in libraries other than the municipal variety. Each of the others was a law unto itself, and its problems concerned no one else. The provision of books for villages, it is true, was always before the public librarian; he knew the problem. In this journal James Duff Brown wrote frequently concerning it; before the Library Assistants' Association, Mr. Harry Farr, then Deputy Librarian of Cardiff, wrote an admirable plea for its development. Wyndham Hulme once addressed an annual dinner suggesting it as the problem for the younger librarians. Carnegie money made the scheme possible. But contemporaneously with the development of the Rural Library system, which now calls itself the County Library system as an earnest of its ultimate intentions, there has been a coming together of the librarians of research and similar libraries. We have a section for them in the Library Association.

Intersectionist, unionist and relabelling models have largely superseded the subsumption of supply chain management within logistics that formed the basis of the traditionalist model. As there is little congruence between logistics and supply chain management in the emergent intersectionist model, this is eliminated from consideration at the outset. However, an examination of the new unionist and relabelling models, offering differing permutations of the relationship between logistics and supply chain management, suggests that they offer a misleading foundation for examining the costs involved with the dispersal of supply chain activities across the world. The root problem is the failure to integrate the industrial goods transformation network operated by multinational corporations with the global transport and communications network. Reverting to privileging the global transportation and communications network over the industrial goods transformation network in a revamped traditionalist model can overcome this difficulty and open up new research vistas.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

WE place this special Conference number in the hands of readers in the hope and belief that it will offer features of distinct interest which will increase the value and enjoyment of Brighton. There can be no doubt that the organizers of Library Association Conferences have endeavoured to surpass one another in recent years; almost always, it may be said, with success. Brighton, like Blackpool if in a rather different way, is a mistress of the art of welcome, and it will be long before another town can surpass her in the art. She is at her best in September when the great, and to some appalling, crowds of her promenades have thinned out a little. This year, then, librarians have an interesting time ahead; although, as we glance over the programme again, we fear that the outdoor and other pleasures we have subtly suggested will occur only fitfully. There will be so much to do in the way of business.

The sexual and erotic dimensions inherent in leadership’s physicality impact on power dynamics within organizations but have been rendered largely invisible by current scholarship. In organizational practice, leadership is a masculine activity ideally carried out by male bodies, such that women’s leadership is still perceived as problematic. This suggests that the field is fearful of allowing sexual bodies to pollute what should be a functional, cognitive and instrumental activity. This chapter therefore draws on Julia Kristeva’s concept of abjection to explain how and why the sexual body is positioned as the unspoken other of leadership. To do this, I explore the representation of two very contrasting leaders, Jean Luc Picard and the Borg Queen, in the popular film Star Trek: First Contact. The film illuminates how leadership ideally resides in a virile, mastered and distant male body. The sexual female body is represented as disgusting, dangerous, and a source of contamination and so must be cast out and destroyed. Finally, I ask whether the representation of the Borg Queen is useful as a transgressive means to undermine the abjection of the female leader’s body. However, I conclude that to counter abjection, scholars of leadership need instead to build discursive and material practices that revalue the feminine and respect the alterity of self and others.