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Four professional public administrators returned to their alma mater to serve as role models, offer guidelines and cautions about working in highly political environments, and pose hypothetical case studies drawn from their own and others' experiences in such a setting. Counseling that the gravity and complexity of ethical dilemmas increase as one’s career advances, they suggest that the tensions between politics and policy figure among the more serious sources of ethical challenges facing professionals in the public sphere. While proposing that the professional’s duty in part is to empower elected officials to make the right decision with the best information and most useful tools, they note that some frustration is unavoidable in this complex environment; there are no easy answers because the issues themselves are not easy and perspectives about what is right and important vary. Centering on the duty of serving the public interest, their cases focus upon mixed allegiances, clashing loyalties, multiple perspectives, truthfulness and candor, privileged treatment, the appearance of impropriety, and accountability

Chance W. Lewis is the Carol Grotnes Belk Distinguished Full Professor and Endowed Chair of Urban Education at the University of North Carolina at Charlotte. Additionally, Dr. Lewis is the Executive Director of the University of North Carolina at Charlotte’s Urban Education Collaborative, which is publishing a new generation of research on improving urban schools. Dr. Lewis received his B.S. and M.Ed. in Business Education and Education Administration/Supervision from Southern University in Baton Rouge, Louisiana. Dr. Lewis completed his doctoral studies in Educational Leadership/Teacher Education from Colorado State University in Fort Collins, Colorado.

Chance W. Lewis is the Carol Grotnes Belk Distinguished Full Professor and Endowed Chair of Urban Education at the University of North Carolina at Charlotte. Additionally, Dr. Lewis is the Executive Director of the University of North Carolina at Charlotte’s Urban Education Collaborative, which is publishing a new generation of research on improving urban schools. Dr. Lewis received his B.S. and M.Ed. in Business Education and Education Administration/Supervision from Southern University in Baton Rouge, Louisiana. Dr. Lewis completed his doctoral studies in Educational Leadership/Teacher Education from Colorado State University in Fort Collins, Colorado.

The purpose of this chapter was to examine the implementation of a flexible work initiative that attempted to challenge two institutionalized precepts of contemporary white-collar workplaces: the gendered ideal worker norm, with its expectation of the primacy of paid work over family and personal life, and the assumption of managerial control over employees’ schedules and work location.

Using ethnographic and interview data, how the Results Only Work Environment (ROWE) was experienced by employees in four different teams within the Best Buy, Co., Inc. corporate headquarters was explored.

Comparing more and less successful implementation across teams, results suggested that collective institutional work is required for the emergence of new norms, expectations, and legitimated practices. Findings indicated that managers’ task-specific knowledge – their deep experience with the tasks that the team is charged with completing – is a structural condition that facilitates managers’ trust in employees and encourages team experimentation with new practices.

Data for this study was limited to one organization and four teams. Future research should include similar organizational change efforts in other organizations and in larger teams.

These findings may promote a better understanding, among researchers and practitioners, of the importance of manager knowledge and background and how this appears to be key to achieving institutional change.

This research is an example of an innovative approach to workplace flexibility and applies an institutional theory lens to investigate variation in the implementation of organizational change.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 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 paper aims to assess whether the factor structure of the Psychopathic Processing and Personality Assessment (PAPA) could be confirmed in a large community sample (n = 1,850), comprising three subsamples of adult men (n = 189, 248 and 198) and women (n = 499, 469 and 247). It was predicted that the four-factor solution originally proposed in earlier studies (i.e. dissocial tendencies, emotional detachment, disregard for others, lack of sensitivity to emotion) would be replicated and produce a multi-dimensional structure consistent across sex.

This study explored the structure of the newly developed PAPA among a non-forensic sample.

Although exploratory analysis indicated a four-factor solution, the structure was different with “lack of sensitivity to emotion” being replaced by “responsiveness to perceived aggression.” Confirmatory analyses supported this structure among women, yet a three-factor structure was preferred for men that excluded emotional detachment.

This study highlights the importance of attending to sex differences when assessing for psychopathy.

This is the first confirmatory factor analysis completed on the PAPA, with the findings conveying its value when assessing for psychopathic traits among a community sample.