<p> Literature has argued that starting new churches is biblical and strategic, requiring the effective equipping of church planters and leaders through adult learning methods (Acts 13:1&ndash;4 and 14:20&ndash;23; Keller, 2003, p. 1; Reimer, 2016, p. 74). The sobering reality is that about one-third of church plants do not survive (Stetzer &amp; Bird, 2007, p. 5). In partnering with churches and leaders to plant more churches, SENT Network (SENT) has identified a need to provide more effective and timely training, so its church leaders improve the skills required to start and lead thriving churches. With the unique challenge of being geographically dispersed, leaders in SENT need blended learning with active training during the face-to-face component, according to existing literature (Mark 3:13&ndash;19; Luke 5:1&ndash;11; Acts 2:14, 41&ndash;47; Hyun, Ediger, &amp; Lee, 2017; Lee, 2010; Silberman, 2006). For this research, nine leaders from eight local churches were divided into two six-week cohorts to learn to lead others to center on Jesus and the gospel through blended learning with active training. The hypotheses were that blended learning is a viable method for SENT to use and that active training during the face-to-face component results in improved skills in church leaders. Data were collected through these instruments: Artifacts Submission Tracking, Online Engagement Survey (OSE), Training Evaluation Survey, Observation Checklist, and the Community of Inquiry Survey (CoI). After the data were collected, disaggregated, and analyzed, the hypothesis was confirmed that blended learning with active training is an effective strategy to equip church planters and leaders within SENT. The implication for SENT includes offering additional training topics, which also has implications for other organizations seeking to advance God&rsquo;s kingdom through starting new churches. </p><p>

<p> This study investigated the construct of the learning organization, providing a qualitative analysis of how learning occurs in financial organizations through the lens of Marquardt&rsquo;s (2011) Systems Learning Organization Model. Data were gathered through five methods: the Learning Organization Profile survey, with 63 participants; document review; observation; focus groups with 10 participants; and one-on-one interviews with 10 participants. </p><p> Five conclusions were drawn based on the evidence gathered. (1) In a highly regulated financial institution, employees engaged in learning activities beyond the compliance and job-required training. (2) Organizational learning capability was increased through implementation of cross-functional programs and encouragement of informal dialogue across departments and multiple levels of management. (3) The leadership encouraged employees to create partnerships within and outside of the organization. (4) The financial organization was driven to innovate by reviewing customer/employee feedback, by monitoring trends outside the organization, and by examining changes mandated by new laws. (5) The organization used adaptive computer algorithms to enhance learning and on-the-job performance. Future research is needed to continue explore learning organizations and ways to modify existing learning organization models to capture the complexities of today&rsquo;s business environment.</p><p>

<p> In the United States, adults 65 and older represent a significant and growing cultural minority (Cohn &amp; Taylor, 2011). Ageist stereotypes, whether directed at older adults or internalized by elders themselves, can cause real harm to elders&rsquo; mental and physical health (Nelson, 2016a). Mezirow&rsquo;s transformative learning theory (TLT; 1991) directly addresses the essential nature of challenging personal prejudices and cultivating empathy as critical to development within the adult learner, and transformative empathy-enhancing interventions have been used successfully to improve attitudes toward older adults in helping professionals and professionals-in-training (e.g., Friedman &amp; Goldbaum, 2016; Henry &amp; Ozier, 2011). Even though older adults receive mental health services at a lower rate than any other age demographic (Karel, Gatz, &amp; Smyer, 2012), and greater numbers of older adults are entering postsecondary education (Chen, 2017; DiSilvestro, 2013; Kasworm, 2010), there has been limited focus in counseling and higher education research on meeting the needs of this expanding demographic. Intervening early in students&rsquo; training to address age-related biases and to foster empathetic awareness (Andersson, King, &amp; Lalande, 2010) aligns with the counseling profession&rsquo;s commitment to purposeful counselor preparation (Kaplan, Tarvydas, &amp; Gladding, 2014) and professional competency standards for student support professionals (ACPA &amp; NCPA, 2015). </p><p> Using Bartholomew&rsquo;s (1998) Intervention Mapping model (IM), I developed a three-part empathy-enhancing transformative learning intervention, &ldquo;The Game of <i>I am</i>&rdquo; (Bailey, 2016c). Using a pre-post quasi-experimental design, the purpose of the current feasibility study was to test the preliminary effectiveness of the intervention at enhancing self-reported empathy and improving self-reported attitudes toward older adults with first-year master&rsquo;s students training to be counselors (<i>N</i> = 14) and student support professionals (<i>N</i> = 13). Although preliminary qualitative themes emerged that supported its utility, quantitatively there were no statistically significant changes in mean empathy and attitude scores for the participants following participation in &ldquo;The Game of <i>I am</i>&rdquo; (Bailey, 2016c). Additional plans for the analysis of collected qualitative data are described and implications for integrating &ldquo;The Game of <i> I am</i>&rdquo; (Bailey, 2016c) into existing master&rsquo;s level coursework are discussed.</p><p>

<p> The purpose of this study was to add to the knowledge on the value of professional communities of practice as a performance improvement intervention. <i> Value</i> was defined as the awareness of the benefits and outcomes, provided as improvement in a tangible or intangible way, that positively impact organizations and/or individuals and their personal and professional environment. The problem with the research on the topic of the perceived value of participating in a professional community of practice was the accessibility of information. Previous studies yielded results that professional communities of practice provide value to an organizational environment. However, there was limited information on how individual community members described <i>value</i> in a tangible way. This performance improvement research study answered the question, how do members of a professional community of practice describe their perceived value from participating? This single-case, explanatory, qualitative case study provided rich descriptions of members&rsquo; experiences of their (a) expectations when joining, (b) benefits realized from participating, (c) outcomes received due to participation, and (d) contributors to benefits and outcomes of perceived value from participating in a professional community of practice. The population was members of Toastmasters International, a learning professional community of practice. The sample groups were obtained from 2 sources: prerecorded Toastmasters International member testimonials published on www.toastmasters.org, and purposeful sampling of select tenured Toastmasters members who would be able to answer the research questions due to their experiences in the Toastmasters program. The data analysis included an innovative use of Thomas Gilbert&rsquo;s behavior engineering model. Whereas the model is normally used to find deficiencies that are hindering performance, for this case study, it was used to find the success factors that contributed to performance improvement. The answer to the research question could be summarized into two categories of findings. Research findings were that (a) members were able to evaluate their own participation as it pertained to tangible, quantifiable improvements in their performance (evidenced by 41% of the 49 participants&rsquo; ability to articulate outcomes) and (b) the motivators of participation that resulted in <i>value</i> and <i>personal improvement</i> as defined by the individuals were nonquantifiable elements such as recognition and external opportunities, and benefits beyond their initial expectations. This research could be useful for other formal and informal communities of practice to evaluate value in their organizations.</p><p>

<p> This dissertation characterized trainings designed to prepare citizen scientists to collect ecological data in natural outdoor settings. Citizen scientists are volunteers who participate in scientific activities under the guidance of professional scientists and organizations. The work of citizen scientists greatly expands the data collection possibilities in natural resource management and increases science literacy among participants and their social communities. The general problem is that some scientists and land managers view the data collected by citizen scientists as unreliable. The specific problem is the absence of educational training measurement in citizen science program design and analysis with which to ascertain the learning gains of trained citizen scientists. </p><p> Through a sequenced methodology of data analysis, survey, and semi-structured interviews, deductive descriptors and codes guided a directed content analysis of data collected. The analysis indicated strong alignment between citizen science, andragogy, and social learning theory. The sample revealed a bimodal distribution related to the type of data collected and the subsequent training design. Little training existed when data collection involved photography only. Citizen scientists brought prior skills to the task but did not need to gain new procedural learning to complete their data collection task. When citizen scientists collected more complex measurements, classroom and field mentoring facilitated learning. </p><p> Citizen science leaders described their perception of the reliability of their citizen scientists&rsquo; data collection efforts. Computer technologies validated photo and water quality data. Therefore, quantitative data analysis supported the perception of data reliability. Terrestrial data had a range of reliability qualifications including video and paper quizzing, field observation of methods implemented, periodic data checks, and follow-up mentoring when data quality was poor. Managers of terrestrial citizen science programs were confident in the reliability of the data for the land management, policy, and research applications required.</p><p>

<p> The global marketplace, with its complexity, immediacy, and ubiquitous disruptions places almost impossible demands on its leaders and its leadership ranks. For many years, a top, perennial contender for the &ldquo;what keeps CEOs up at night&rdquo; list has been a severe lack in both the quantity and quality of effective leaders. The war for talent has been figuratively bloody and literally protracted. Leadership development and coaching modalities abound, but demand appears to be much greater than the supply of effective and measurable solutions. Nowhere does there appear to be a scalable approach to accelerate into this demand curve. </p><p> This descriptive phenomenological inquiry explores the lived experiences of 16 leaders who participated in an experimental Facilitated Peer-group Coaching experience (FPC). FPC is a coaching methodology where participants work on both their own leadership development and the development of their peers. Participants learn to coach and develop each other with the assistance of a trained facilitator. Subjects in this study responded to 20 face-to-face interview questions designed to identify their thoughts, perceptions, feelings and perspectives. The findings and conclusions of this study revealed five developmental fields that catalyze and empower leadership growth. These fields include creating community, self-exploration and illumination, the community mirror, leadership development, and organizational business results. Those fields comprise an ecosystem that presents opportunities for global organizations, coaches and coaching organizations, and academic scholarship. </p><p>

Study done on 15 teachers in 2 counties in North Florida--P. xvi. / Kimberly R. Burgess. / Typescript. / Thesis (Ph. D.)--Florida State University, 2003. / Includes bibliographical references (leaves 328-339).

<p> Identifying the primary barriers that block initial employment of newly licensed nurses is essential to smooth transition to the workforce. Enrollment in nursing education has increased and schools have added programs, but newly licensed nurses struggle to gain initial employment. This qualitative e-Delphi study solicits feedback from nurse employers through a series of three surveys. The surveys were delivered and returned electronically. They were distributed to 33 volunteer nursing participants who are responsible for hiring and evaluating nurse performance in the workplace. The average response rate was 46%. The identified skill gaps in newly prepared nurses are communication, critical thinking, organization, and professionalism. These skill deficits result in delayed initial employability and prolonged orientation times.</p><p>

<p> Everyone, at some time in their life, has been a target of or witnessed bullying; Think of the grade school bully on the playground taunting a classmate or the high school bully humiliating a peer through name-calling, isolation, or mobbing. It is difficult to believe incivility continues into adulthood and even into the workplace. With higher education in the United States a privilege rather than a right, the academy has become its own entity with its own housing, law enforcement, governing body, and unique population. Institutions mirror societal conventions with a hierarchical organization evincing the same social and professional interactions as a system based on power and privilege. Though incivil interactions may take place, bullying behavior may not be as transparent as seen in children, but research attests to workplace incivility and bullying as an area of concern. The 2017 Workplace Bullying Survey revealed 35% of Americans experienced workplace bullying and 15% had witnessed it happening to others; this equates to at least 50% of people have been involved in workplace bullying, either as a target or a bystander (WBI, 2017). This study examined the phenomenon of incivility among faculty and staff in institutions of higher learning through the lens of descriptive quantitative research. This study also collected information to identify common characteristics of targets and their perpetrators. Study participants were administered the Negative Acts Questionnaire-Revised (NAQ-R), the leading instrument to measure perceptions of workplace bullying. The staff, faculty, and administration subjects were employed at four-year brick and mortar found when examining only the sample of self-identified targets. Meaningful differences were found and patterns emerged with comparative analysis and the inclusion of non-victims with the target population. Demographic factors provided further significance identifying commonalities of targets and non-victims, including race, longevity at the institution, orientation, and gender. The majority of respondents witnessed or were targets of bullying and incivility.</p><p>

<p> The challenges of entrepreneurship make learning integral to the entrepreneurial process. However, many entrepreneurs work in relative isolation and lack opportunities to engage with peers in ways that promote meaningful reflection and learning. This study explores the experience of group coaching as a setting for meaningful learning and change in entrepreneurs. Scholars studying similar group settings have shown that social processes, including those related to peer learning and identity work, contribute to entrepreneurial learning (EL) and identity construction in important ways. Still, relatively little is known about how these social processes unfold or about the different types of social contexts in which EL occurs. This study advances the literature through a narrative exploration of eight entrepreneurs&rsquo; experiences navigating challenges related to entrepreneurial learning and identity in the social context of their coaching groups. </p><p> Data collection was accomplished via one-on-one, semi-structured narrative interviews with each participant. The data were interpreted using separate and sequential narrative/performative and thematic analytical methods to produce an in-depth, multi-dimensional understanding of the data. Participants&rsquo; stories depicted group coaching as a viable context for supporting entrepreneurial learning and change on multiple levels. In addition, the study findings contribute to an understanding of <i>where</i> or <i>under what conditions </i> EL unfolds within group coaching, and <i>how</i> or <i> in what ways</i> participant entrepreneurs experience learning in this context. Finally, the relational context of the interview itself was found to contribute to participants&rsquo; meaning making, directly influencing their constructions of past events and their meaning. The study presents practical implications for coaches, coaching educators, and entrepreneurs, as well as recommendations for future research.</p><p>