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ABA has been described as a precise psychological approach to the study of behavior (Bailey & Burch, 2002), involving well-defined principles that can be used in the analysis and modification of individual behavior (Miltenberger, 1997). Special education, on the contrary, has been characterized as “a customized instructional program designed to meet the unique needs of the individual learner” (Gargiulo, 2009, p. 9). Certainly the two disciplines have much in common; indeed, ABA specifically addresses issues at the focal point of IDEA. For instance, ABA's stance on the right to effective behavioral treatment (Van Houten et al., 1988) is similar to special education regulations regarding the right to an appropriate public education and the right to be educated in the least restrictive environment.

Planning and implementing in-service professional development to support teachers’ pedagogical practices for English language learners (ELLs) first considers building upon existing teachers’ knowledge and understanding of practice. Teaching English Learners Academic Content (TELAC) is an in-service professional development model that provides an enriched program curriculum to urban teachers seeking to improve teaching practices for their ELLs. Through an integrative approach of learning coupled with learning experiences, practicum activities, observational feedback, and coaching, teachers initiate refinement to practice that reflect culturally sustaining pedagogy. Funded by the U.S. Department of Education, Office of English Language Acquisition/National Professional Development program, Teaching English Learners Academic Content (TELAC) (2012–2017) is a K-12 program in Arizona designed to build a cadre of teachers adept with implementation of instructional strategies that support ELL academic success. All of the participants in this in-service professional development program are K-12 teachers of English language learners, teach any grade level and subject area in urban school districts with a majority of students who are second language learners of English. Teachers’ shared common concern is the need to improve pedagogical practices for ELLs and to personally develop their knowledge and capability to change teaching practices.

Recent neuroscience research shows that two large-scale cortical networks are involved in organizational behavior. These two networks are naturally antagonistic – when one is active the other tends to be suppressed. The focus of the chapter is to apply the opposing-domains hypothesis to problems associated with: (1) trying to balance creative thinking and global processing with analytic reasoning and focused attention; (2) avoiding ethical dangers associated with an imbalance in task positive network (TPN) and default mode network (DMN) thinking; and (3) properly motivating and incentivizing employees so as not to lead to an imbalance between the TPN and DMN. We contend that the opposing-domains hypothesis can inform organizational and leadership theory in areas where single-dimensional dual-process models are inadequate.

This chapter utilizes a network perspective to show how the totality of one’s social connections impacts well-being by providing access to resources (e.g., information, feedback, and support) and placing limits on autonomy. We provide a brief review of basic network concepts and explain the importance of understanding how the networks in which leaders are embedded may enhance or diminish their well-being. Further, with this greater understanding, we describe how leaders can help promote the well-being of their employees. In particular, we focus on four key aspects of workplace networks that are likely to impact well-being: centrality, structural holes, embeddedness, and negative ties. We not only discuss practical implications for leaders’ well-being and the well-being of their employees, but also suggest directions for future research.

The recent pandemic of Covid-19 has substantially changed people’s daily lives. They work and interact even more based on information and communication technologies (ICT). The use of new technologies and the interconnectivity specific to smart cities have intensified in the context of the pandemic. A significant part of the population works from home, participates in concerts and other remote social activities, organizes online parties, communicates virtually with friends and family, etc. These transformations required an extended and more stable infrastructure, significant investments in the development of software applications dedicated to remote activities (streaming, contact tracing, security, online ordering and delivery, telemedicine, etc.), in specific services (data storage and applications, electronic signature services, etc.) and the integration of subsystems used in smart cities. This chapter examines the role of SARS-CoV-2 pandemic in the acceleration of digital transformations in smart cities due to the need and desire to digitize communities and public administrations. It has become a top priority for both private and public companies from smart cities in the context created by the pandemic.