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Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.

Public libraries across the country are adding a new component to their collections and services: the home computer. Below are several mini “case studies” describing the experiences of seven libraries with their computer collections.

Today's historian of American history and culture is part of a highly diversified profession. While politics, economics, and social and intellectual history remain basic categories for historical inquiry, new subareas have appeared over the past decade or so. Contemporary historians have found it necessary to adapt the methodologies of psychologists, sociologists, and demographers to their own purposes. As a result of this gradual process, psychohistory (including the history of childhood and the family), urban history, popular culture studies, and studies of the impact of science and scientists on American society have evolved into separate areas of historical scholarship. These new study areas have made certain types of historical records more important than ever before — fiscal documents, censuses, electoral data, parish records (births, deaths, marriages), slave owners' records, etc. It is expected that such documents will light up formerly dark historical corners. The concurrent development of computer technology has obviated the tedium that manual studies of mountains of raw data used to entail. The computer has also made it possible to manipulate data in numerous ways. While traditional historians view the results of quantitative history with suspicion, its potential is great — if the computer is used as a tool and not as an end in itself.

Identity has emerged as a compelling force in understanding leadership. Situated within the identity approach to leadership, this study explored identity within the context of leadership for both assigned (i.e., positional) and emergent (i.e., nonpositional) student leaders. Findings from this study suggest that a distinct set of a leader’s identities is active in college student leadership and that personal identities are most salient to leaders. By making connections between identity and leadership, educators and practitioners may strengthen their understanding of how their curriculum and workshops may serve as identity workspaces for leaders.

Employee evaluation and monitoring have been common in America since colonial times. With industrialization, employers have implemented increasingly creative ways to monitor employees. For example, in the early part of this century, Ford Motor Company employed investigators to enter employees' homes to verify that employees were not overly drinking and that their homes were clean

MID‐OCTOBER sees the activities of the library world in full swing. Meetings, committee discussions, schools at work, students busy with December and May examinations in view, and a host of occupations for the library worker. This year—for in a sense the library year begins in October—will be a busy one. For the Library Association Council there will be the onerous business of preparing a report on State Control; for libraries there will be the effort to retain readers in a land of increasing employment and reduced leisure; and for the students, as we have remarked in earlier issues, preparations for the new syllabus of examinations which becomes operative in 1938. It is a good month, too, to consider some phases of library work with children, “which,” to quote the L.A. Resolutions of 1917, “ought to be the basis of all other library work.”

CORPORATE STRATEGISTS ARE NOT CELEBRITIES. They're rarely household names. But, increasingly, it's their work that is shaping America's corporations—allowing them to compete in a decade that's turning out to be far more challenging, stressful, and, nonetheless, exciting than we'd expected. In an effort to ferret out strategic planning's unsung heroes, to put titles to challenges, names to titles, and faces to names, we cast a wide net. We scoured the business press. We checked in with our advisory board as well as our regular and occasional contributors. We asked subscribers, Wall Street analysts, academics, and even the people we interviewed for other articles. In particular, we were looking for individuals whose names are not familiar, who bring unusual backgrounds to their tasks, who have recently taken on new assignments, or who, because of the company they work for, face remarkable, difficult, and unusual challenges. According to our sources, those strategists we found, whose names, titles, and challenges appear on the next four pages, share a unique capacity for visualizing where they want to be, for solving problems, and then for doing what is necessary to carry their visions through. We'll be charting their success—watch for updates in JBS as the year goes on.

IT is evident from the numerous press cuttings which are reaching us, that we are once more afflicted with one of those periodical visitations of antagonism to Public Libraries, which occasionally assume epidemic form as the result of a succession of library opening ceremonies, or a rush of Carnegie gifts. Let a new library building be opened, or an old one celebrate its jubilee, or let Lord Avebury regale us with his statistics of crime‐diminution and Public Libraries, and immediately we have the same old, never‐ending flood of articles, papers and speeches to prove that Public Libraries are not what their original promoters intended, and that they simply exist for the purpose of circulating American “Penny Bloods.” We have had this same chorus, with variations, at regular intervals during the past twenty years, and it is amazing to find old‐established newspapers, and gentlemen of wide reading and knowledge, treating the theme as a novelty. One of the latest gladiators to enter the arena against Public Libraries, is Mr. J. Churton Collins, who contributes a forcible and able article, on “Free Libraries, their Functions and Opportunities,” to the Nineteenth Century for June, 1903. Were we not assured by its benevolent tone that Mr. Collins seeks only the betterment of Public Libraries, we should be very much disposed to resent some of the conclusions at which he has arrived, by accepting erroneous and misleading information. As a matter of fact, we heartily endorse most of Mr. Collins' ideas, though on very different grounds, and feel delighted to find in him an able exponent of what we have striven for five years to establish, namely, that Public Libraries will never be improved till they are better financed and better staffed.

DONCASTER'S new Central Library was formally opened on 29th December 1969 on precisely the 100th anniversary of the opening of the first public library in Doncaster. Conforming to tradition, the Library was opened by the Mayor of Doncaster, Councillor Marcus Outwin. The President of the Library Association, Mr. Wilfred Ashworth, addressed the assembled guests, his last official appointment before relinquishing the office.