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In this chapter, my aim is to describe and analyse conceptually and provide direction for the identification, selection and use of assistive technologies (ATs) to support the education and development of young children with disabilities. The chapter discusses the quality of early intervention practices and the pragmatic role of ATs in delivering effective early intervention impacts. In making this case, the chapter draws upon Vygotsky's cultural-historical theory to illuminate how ATs can be selected and used effectively in schools to enable all young children to thrive in their learning and development in inclusive classrooms.

Interprofessional collaboration (IPC) is increasingly important in work and workplace learning. The purpose of this paper is to investigate the characteristics of IPC that are relevant for learning and developing at work.

We examine IPC in the discussion data of health care professionals when designing, implementing and evaluating developmental tasks. Qualitative content analysis is carried out on temporally sequential task trajectories, considering IPC from the perspective of the objects and goals of IPC task activity in developmental efforts.

The developmentally relevant characteristics of IPC are crystallized in the concepts of coordination, co-creation and community building, which play different, interdependent roles in development efforts. We show their interplay and how they complement each other in practice.

Our findings regarding IPC characteristics are to be interpreted as working hypotheses and resources for further research.

Understanding the dynamics of IPC is useful for renewing work practices. Attention to the interplay and complementarity of IPC characteristics may help in the design and implementation of effective and sustained development efforts.

The dynamics of IPC in developmental settings have not been sufficiently studied. This paper proposes three developmentally relevant and intertwined characteristics of IPC for scholars of workplace learning.

We outline a developmental view of OD, showing on empirical grounds that Argyris’ “theory in use” notion points to different levels of mental growth as underpinnings of “the program in brain/mind” that determines personal theories of organizational action. Employing the developmental structure/process tool (DSPT^TM), we explain the differences between two executives’ theory of action. We also analyze the dynamic of a six‐member team on developmental grounds. By way of close analysis, we show that theories of action are developmentally grounded, and are thus open both to maturation over the life span and to interventions like developmental coaching. We come to the conclusion that developmental assessment of executives and teams should become a vital part of in‐house development and of OD intervention.

Professional school counselors have been in the public schools since the early 1900s. Fueled by the industrial revolution, the vocational guidance movement spawned the creation of high school guidance counseling programs. In 1907, Jesse B. Davis created one of the first vocational guidance programs at Central High School in Detroit, Michigan (Schmidt, 2014). In 1908, Frank Parsons, the father of vocational guidance, founded the Vocations Bureau that eventually became part of the Division of Education at Harvard University. These early efforts helped students develop vocationally, morally, and intellectually, and it would take nearly 70 years for children with exceptionalities to be similarly served in the public schools.

The purpose of this chapter is to explain the role of counselors in assisting students with exceptionalities. This will be examined by better understanding the counseling history, defining the terms of exceptionalities and transdisciplinary collaboration, and showcasing the many benefits of individual, group, and brain-based interventions.

This study aims to explore economic, social, psychological and political empowerment and dis-empowerment of women caused by microfiance interventions. Women tend to face the brunt of societal discrimination created by economic, social, psychological and political disempowerment. This led to the emergence of the microfinance model for the rural poor and specifically focused on women as an agency for social change.

This study is based on a systemic literature review to examine microfinance-led women empowerment to reduce the ambiguity in theoretical and empirical underpinning.

The study’s findings suggest that even though microfinance as a developmental model is not a runaway success, it did make some positive impact on the status of women.

This study shows that the microfinance program empowers women and reduces societal inequalities to some extent, but literature also suggests that microfinance as a model has failed to make the requisite socio-economic change, and in some cases, there is adverse impact.

Purpose: This chapter explores the strategic role of human resource development (HRD) as a function of talent management (TM) and discusses how HRD activities can help to facilitate more creative behaviours, in the international hospitality industry.

Approach: We focus on TM and HRD research exploring how these lenses are conceptually positioned given our current knowledge on creativity. We draw on the system-based approach to creativity and reconceptualise the creativity components by levels of flexibility/plasticity and outline how such approaches can help creative practice development.

Findings: We rationalise the existing conceptual approaches to creativity and propose a simplified model considering the developmental aspects of creativity. First, we theorise the TM/HRD strategies, such as training and development via learning, as a mechanism to connect TM/HRD to creativity in the organisational setting. We inform the current literature on whether and how creative processes emerge at work and affect creative flow in the bottom-top and top-bottom directions. Second, we advance the development of creativity theory by reconceptualising the established creativity components by degrees of flexibility/plasticity. Such re-conceptualisation allows for more nuanced examinations of organisational stimuli (i.e. training and development) on developmental conceptions of creativity.

Originality: This is the first piece of work that has investigated the fit between TM/HRD and creativity research. Our conceptual model illustrates that creativity can be promoted and developed at work by incorporating developmental initiatives such as TM/HRD.

There are many treatments and interventions available to families and carers of children with autism, many without any solid evidence base. This paper aims to present and discuss the literature on some of the commonly used and better researched interventions.

Research literature drawing on systematic reviews in particular, where available, was collated and summarised under the subheadings of psycho‐educational, psycho‐pharmacological, and complementary interventions or therapies.

There are very few interventions that have a solid research base. Even those with the strongest evidence base, such as early intensive behavioural intervention, have not necessarily been found to have a universally positive impact. Recent studies have been methodologically stronger, but there are still many weaknesses in the research to date.

This paper attempts to provide a balanced and independent view of the literature on different interventions for autism.

The purpose of this paper is to discuss several obstacles that can reduce the effectiveness of managerial coaching. Furthermore, the paper highlights the role played by various stakeholders [i.e. the organization, senior leaders, the human resources (HR) function and managers] in overcoming or reducing the potency of such obstacles.

The views presented here have been derived from the authors’ professional experience in managerial coaching and a review of the literature on managerial coaching.

The authors discuss six common obstacles to effective managerial coaching: time for coaching, willingness to coach, ability to coach, employees’ ability and willingness, societal expectations and the intrusion of technology. They describe the critical role of various stakeholders (i.e. the organization, senior leaders, the HR function and line managers) in overcoming or mitigating the impact of such obstacles, thus contributing to effective managerial coaching.

A discussion of the obstacles to effective managerial coaching and the role of stakeholders in managerial coaching is valuable for organizations that seek to enhance the performance of employees through managerial coaching.

In this paper, we provide a brief understanding of the field of managerial coaching, specifically, offering insights on what has been studied and ideas on where the field can move forward.

We review managerial coaching research, focusing in particular on its consequences and determinants. Based on the review, we uncover three areas that will help advance the development of managerial coaching research.

Our review indicates that both individual and contextual factors influence managerial coaching. Managerial coaching is beneficial not only for employees but also for managers who engage in coaching and the teams they manage. Despite the overwhelmingly positive view of managerial coaching, emerging research addresses the detrimental effects of coaching on managers who engage in coaching. We call on researchers to undertake more work on the factors that reduce managers’ inclination to coach, dark side outcomes of coaching, and role of individual and contextual factors in influencing the effects of coaching.

By reviewing extant managerial coaching research as well as suggesting fruitful avenues for researchers to explore, this paper serves as a useful guide for scholars interested in contributing to the emerging body of research on managerial coaching.