Kimberly-Clark Corporation's approach to needs assessment, program planning, program delivery, and follow-up programs that incorporate an andragogical perspective are explored in this article. Implications for school staff developers are presented. (DF)

In 1984, Texas law mandated that each principal, supervisor, and superintendent in the state attend training in general management, instructional leadership, and teacher appraisal. This article describes the three phases of Lubbock's Effective Teaching/Supervision Model, focusing on Phase I: Instructional Leadership. (MT)

"Workparties," sponsored by the Teachers Centers' Exchange (Far West Laboratory), provide the time, support, resources, warmth, concreteness, and thought that productive meetings consist of. Descriptions of workparties planned for participants interested in staff development are provided. (CJ)

In Colorado, a project was developed to teach participants a collaborative planning process for staff development and to assist in the design of a system of personnel development. Areas covered included: (1) selection of cadre members; (2) participation; (3) program design; and (4) consultants' reflections. (JN)

Educators and the public must study recommendations from national educational reports to discover strengths and weaknesses and then select those that match their needs. An example of this process is provided. (DF)

Staff development programs and evaluation designs can be improved by applying four principles: (1) Range of evaluation criteria should match range of outcomes; (2) Program outcomes should be concrete and specific to assist in formulation of evaluation criteria; (3) Evaluation design rigor should reflect the program's power; and (4) Evaluation…

A case study approach is taken to the development and operation of an inservice training program designed to help teachers work more effectively with children who have learning problems. The program's strengths and weaknesses are discussed, and possible modifications to the program are suggested. (JN)

Project ProCEED is a staff development model for promoting the type of professional excellence recommended in national educational reports. A six-month program designed and implemented by teachers and principals is examined. (DF)

The goals and benefits of a Quality Circles program (voluntary, regular, problem solving meetings held by groups of employees) are explored in this article. Practical guidelines for implementing this program in a school environment are also shared. (DF)

Students in Lawrence, MA, explored careers and increased future employment potential through a school/business relationship based on Japanese business practices. A description of this program and how the corporations trained students and teachers to use statistical charting techniques are given. (DF)

Six areas of staff development program evaluation in which participants may be meaningfully involved are: (1) clarification of the program's goals; (2) development of a design for the evaluation study; (3) development of methods for measurement; (4) analysis of information; (5) response to evaluation instruments; and (6) reporting on an evaluation…

A seven-part sequence for evaluation of a teacher center includes: (1) determining the purpose of evaluation; (2) identifying decision makers; (3) identifying areas of concern to decision makers; (4) determining what information is necessary to make decisions; (5) determining the means of collecting information; (6) organizing and using the…

The QUILT (Questioning and Understanding to Improve Learning and Thinking) program tested the hypothesis that well-designed staff development would positively affect teachers and students. QUILT increased and sustained teacher use of classroom questioning techniques to produce higher levels of student learning and thinking. QUILT participants…