By enhancing the cognitive abilities of teachers, supervision can help them make better instructional decisions in planning (the preactive stage), teaching (the interactive stage), analyzing and evaluating (the reflective stage), and applying (the projective stage). Seven charts and a 33-item reference list are provided. (DCS)

Superintendents give information and counsel to administrators, board members, parents, teachers, and students. A six-item reference list is provided. (Author/DCS)

Knowing what you need in a textbook is the first step in adopting one. This article gives tips on how to review the current research in a subject area before assessing needs. A list of four references is provided. (DCS)

This article reviews Sherry Turkle's book, "The Second Self: Computers and the Human Spirit," which explores the subjective impact of the computer on children, adults, and our consciousness and culture in general. Two references are provided. (DCS)

Effective training, evaluation, and incentives are key aspects of this school system's six-level career ladder program for teacher development. The three-pronged committee structure for planning and communication and the program's ownership by everyone involved have been vital to its successful planning and development. (DCS)

The Career Ladder Program, one aspect of Tennessee's Better Schools Program, includes a career ladder for all school personnel, substantial incentive pay for performance and responsibility, competency-based performance evaluation for all school personnel, professional development programs addressing needs identified in evaluation, and new…

To improve the chances of success of current master teacher plans, this article examines the strengths and weaknesses of earlier attempts. It focuses on the Temple City, California, master teacher plan, cites reasons for its demise, and suggests alternatives. Charts are included. (DCS)

The author responds to H. J. Freiberg's article on past master teacher programs in the December 1984-January 1985 "Educational Leadership" (EA 518 299), citing numerous disagreements, yet concluding that his observations are more true than false, and agreeing that current merit pay and master teacher plans won't bring needed restructuring to the…

The rewards and sanctions accompanying performance-based pay and promotion programs will not be valued or given credibility as long as teacher evaluations are not approached professionally. The effect of treating teachers as bureaucrats or professionals, the limits of bureaucratic evaluation, and the demands of professional evaluation are…

In this successful 10-year-old Salt Lake City, Utah, personnel evaluation program, every employee is entitled to and guaranteed the protection of due process--shortcomings are identified, assistance provided, and peers involved in employment decisions. Employees who cannot provide satisfactory service or learn the necessary skills are dismissed.…

A forthcoming Association for Curriculum Development Task Force on Merit Pay and Career Ladders report contends that all teachers can be paid decent salaries and that any implemented plan must have the support and involvement of those to be affected, must ensure due process, and must develop trust in the evaluators. (DCS)

School systems need channels for communication allowing teachers to give their thoughts on policies to administrators. (DCS)

To improve instruction, teachers need to be brought together to work on common instructional concerns in a professional environment. To create it, supervisors need to provide more opportunities for teachers to make choices, discuss their work, observe each other, and help beginning teachers ease into their responsibilities. (Author/DCS)

The goal of IMPACT II is to set up a system whereby teachers who have developed exemplary classroom programs can receive grants and join a network to disseminate their programs to interested teachers. An address is given for sending for information and the IMPACT II Handbook. (Author/DCS)

By giving grants to creative teachers, establishing teacher networks, and helping teachers to help their peers, IMPACT II simultaneously nurtures innovation and teachers' professional commitment. (Author)