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Stress mapping is examined as a visual technique to help counselling and management training look at causes of personal or occupational stress. Stress mapping is demonstrated as a rating on a scale of 0 to 10 and is shown to assist management training and organisational conflict resolution when applied by an experienced facilitator.

The purpose of this paper is to examine diversified mentoring relationships (DMRs) at a mid-sized Midwestern state university (MMSU) in the USA.

The author conducted semi-structured interviews with 14 MMSU faculty members and professional personnel who comprised seven diversified mentoring dyads. The mentees were primarily members of underrepresented minority (URMs) groups, whereas the majority of mentors were members of the dominant culture.

A thematic analysis of the data, grounded in the literature on developmental relationships and relational dialectics theory (RDT), reveals tensions that diversified mentoring dyads experienced, as well as communication strategies that dyad members used to manage these tensions.

Although this research is limited by its small sample size and unique geographic location, the findings offer in-depth insight and practical implications for URM faculty members in predominantly white institutions around the globe.

The findings of this study have important implications for training supervisors, mentors, and senior colleagues of URM faculty members.

This study is unique in that it examines DMRs from a dyadic communication perspective; moreover, it applies RDT to DMRs in organizations.

The purpose of this paper is to explore the phenomenon of mentoring in higher education between Black and White male faculty and Black students at a highly selective, predominantly White institution (PWI) of higher education in the USA. The study aims to elucidate the cross‐racial aspects of mentorship and the impact of gender on mentoring relationships.

The paper consists of a phenomenological study utilising theories of cross‐racial and cross‐gender mentoring, and included eight participants, twice interviewed in depth about their formative experiences and mentoring practices regarding Black students. The data were analysed using a cross‐sectional code‐and‐retrieve method.

The paper provides insights about how Black men leveraged experiences parallel to those confronted by their Black protégés, while White men accessed proximal experiences of difference to relate to Black mentees – and additionally utilized interpersonal networks to enhance their mentorship by relying on colleagues of color who had greater familiarity with challenges faced by students.

Because of the chosen research approach, the research results may lack generalizability to populations; however, the theoretical contributions of the study are significant, suggesting that researchers explore cross‐race and cross‐gender mentoring arrangements in future research.

The paper includes implications for regarding the role and position of White males in academic settings as mentors across race and gender, and for the role of age for men serving in the role of mentors.

The paper contributes to the literature on cross‐racial mentoring in higher education, and further explores the impact of gender on mentoring, within the context of a highly competitive academic setting.

The resource-based view of the firm and strategic groups research are two of the most investigated frameworks in strategic management. Historically, assumptions behind these two views have seemingly put them at odds. The resource-based view of the firm argues that sustained competitive advantage is best attained when firms have unique resources, while strategic groups research argues that a number of firms within the same industry can achieve sustained profitability with strategies that are similar to one another, but distinct from other industry members. The two views focus on different levels of analysis and each largely ignores the other’s focal level. Yet neither offers any propositions that are incompatible with the tenets of the other. Thus, conceptual integration that crosses levels of analysis is possible and potentially fruitful. Indeed, some strategic groups research has begun to bridge the gap between these two theories by suggesting that firm differences exist both within and between strategic groups. This article adopts a multi-level view by developing propositions concerning contingencies when firm differences, group processes, or both may lead to sustained competitive advantage. Implications for practitioners as well as suggestions for future theory building and empirical tests are also discussed.

The popular total quality management (TQM) approach has tended to focus on internal processes, rather than external issues such as competitiveness and market appeal, and is more reactive and adaptive than anticipative. The time has come to go beyond TQM and to understand the nature and application of organizational learning. Learning organizations envision change, are committed to generating and transferring new knowledge and innovation, and have learned how to learn. TQM may be embedded in the learning organization, but TQM is but the first step or wave in transforming and creating organizations which continuously expand their abilities to change and shape their futures. This article first defines and identifies the characteristics of a learning organization, then explores some techniques to develop and transform an organization into a learning organization, and finally suggests some traditional and newer techniques, such as data envelopment analysis (DEA), as ways to measure and evaluate organizational learning.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

This chapter explores the “Constitutional Revolution” of the 1930s, as it played out beyond the walls of the U.S. Supreme Court. It argues that a radically revised historical memory of the Constitution accompanied the ascent New Deal liberalism. Prior core values associated with the Constitution's history, such as federalism and the sanctity of private property, were dramatically downgraded, while the civil liberties embodied in the Bill of Rights dramatically rose. By so redefining their historical memory of the Constitution, Americans could enjoy the active government that most desired while still celebrating the constitutional traditions of individual freedom and limited government.

Chester Whitney Wright (1879–1966) received his A.B. in 1901, A.M. in 1902 and Ph.D. in 1906, all from Harvard University. After teaching at Cornell University during 1906–1907, he taught at the University of Chicago from 1907 to 1944. Wright was the author of Economic History of the United States (1941, 1949); editor of Economic Problems of War and Its Aftermath (1942), to which he contributed a chapter on economic lessons from previous wars, and other chapters were authored by John U. Nef (war and the early industrial revolution) and by Frank H. Knight (the war and the crisis of individualism); and co-editor of Materials for the Study of Elementary Economics (1913). Wright’s Wool-Growing and the Tariff received the David Ames Wells Prize for 1907–1908, and was volume 5 in the Harvard Economic Studies. I am indebted to Holly Flynn for assistance in preparing Wright’s biography and in tracking down incomplete references; to Marianne Johnson in preparing many tables and charts; and to F. Taylor Ostrander, as usual, for help in transcribing and proofreading.

IN the editorial columns of our last issue we asked the question, “What of Plymouth?” We are pleased to be able to announce that Mr. Fred. Cole, Chief Librarian and Curator of Huddersfield, has been appointed. Mr. Cole leaves Huddersfield with a splendid record as an indefatigable worker and organizer. Labouring under great difficulties he raised the standard of the Library to a high state of efficiency, and his recently‐organized Music Section has brought a host of appreciations and unqualified praise. We congratulate Mr. Cole on his appointment and wish him every success in his new sphere, where he will find even more scope for his energies and undoubted enthusiasm.