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This article explores the adoption of a transcultural education approach, rather than multicultural or intercultural education, and the implications this would have for educational practice. With the multiple issues associated with multicultural and intercultural education, the authors emphasize the need for a definitive definition of the term “transcultural” in the educational literature, as well as a new model of transcultural education. Addressed in the article are: (a) the contribution of transdisciplinary teaming to the definition and practice of transcultural education; (b) the meaning of “trans” in the term, transcultural; (c) a discussion of culture and individuality related to education; and (d) possible conclusions to facilitate dialogue regarding the future of transcultural education. Twelve vignettes are included to provide real world examples of the need for a paradigm of transcultural education.

Following the hundred-year, devastating tsunami in Banda Aceh, Indonesia, in 2004 where all was lost along the coast, a leading early childhood educator communicated with graduate students for assistance. Dr. Ratna Megawangi, Executive Director of the Indonesia Heritage Foundation, requested support, and a group of graduate students responded. The process to rebuild two preschools is discussed in this narrative as it describes how the graduate students enacted a transformational, transnational curriculum through a class-selected project.

John Dewey is well known for his progressive ideas and was credited by many historians as the father of progressive education, but where are the mothers? Dewey did not develop his ideas in isolation. Four women from Chicago were highly influential in assisting John in initiating and refining his theories. Ella Flagg Young, Jane Addams, Alice Chipman Dewey, and Anna Bryan deserve to be recognized for their contributions as “mothers” of the progressive movement and for their championing social justice issues during the late 19^th and early part of the 20^th centuries.

Title IX and The Lilly Ledbetter (Fair Pay Act, 2009), an extension of the Civil Rights Act, have not changed the fact that women in academia are paid 78% less than males in the professoriate while sometimes experiencing subjugation and oppression. This context is juxtaposed with the Golden Rule and Platinum Rule as nudged by a mentor and mentee relationship between a professor and undergraduate, young female honor student. How does this constant social convention toward women academics effect matriculated university students?

The Independent Television Commission (ITC) regulates all commercial television in the UK, with the exception of S4C in Wales. Where the younger audience is concerned, it has a special duty to ensure that “material unsuitable for children must not be broadcast at times when large numbers of children may be expected to be watching”.

The data used to present this case was collected from secondary data sources. These sources included media reports associated with Michael Jordan and his trajectory since entering the sport, as well as specific information published about his time at the Chicago Bulls. Another key source of information is the ESPN documentary conducted specifically on Jordan’s relationship with his National Basketball Association (NBA) team.

The case follows the story of Michael Jordan, who took his team, the Chicago Bulls, to fame in a rather controversial manner. To do so, Michael Jordan had to alter his leadership style over the years to be respected as a leader and motivate his team to win one NBA championship after another. On 20th April 2020, ESPN’s “The Last Dance”, a 10-part documentary about Michael Jordan and his time playing for the Chicago Bulls was released to much acclaim. The documentary became highly noted as Jordan himself, both directed and starred in the documentary. Jordan’s great achievements stood out, but so did the conflicts that the basketball star had with The Bulls’ management team and mainly, his teammates. Relationships between teammates were far from harmonious, which led to questions around whether Michael Jordan was as good a leader, as he was a star player. Cultural change within the organisation was primarily linked to the often-contested leadership of Jordan.

The case can be used at UG, MSc and MBA levels. It works for in-person teaching and for online teaching. It is most suitable in leadership, strategy and strategy in practice courses. However, it is critical to note that the case can shed light on the dynamics that leaders and teammates have within their teams. Therefore, this case may be valuable to students studying courses where they themselves must work in groups and oftentimes encounter challenges in managing their team. These challenges can arise at all levels of experience. As such, the case provides particularly useful reflection for decision makers who may be beginning to develop their leadership skill (UG), those who have already experienced working in teams (MSc) or leading teams themselves (MBA, Executive MBA). The case addresses the challenges associated with achieving high team motivation and performance. It also sheds light on the challenges associated with leading a cultural change within a team and the approaches of different actors involved. It may be best to introduce the case in the context of a (1.5–2 h) workshop once students understand the basic frameworks and tools used to analyse leadership styles and their characteristics.

Technology can immeasurably enhance global business effectiveness, but it doesn't provide all the answers.

Television has long been cited by viewers as their primary and most trusted source of news, especially in relation to news of national and international affairs. Aims to explore the issue of trust in the television news.

The paper combines narrative and analysis. Questions whether public trust in the BBC was damaged by the Hutton inquiry: would the BBC's reputation as the nation's premier news service be tarnished in the longer‐term and had public trust in journalism been severely compromised.

Events that followed the transmission of a report about the veracity of the government's case for going to war carried by a BBC radio news broadcast on 29 May 2003 called into question the Corporation's competence as a reliable news provider. The story alleged that an informed source had told BBC correspondent Andrew Gilligan that the government had exaggerated the immediacy of dangers posed to the west by Saddam Hussein's weapons of mass destruction. The source who was eventually exposed was a Ministry of Defence expert on Iraq, Dr David Kelly, who later killed himself. The Prime Minister ordered a public inquiry into Dr Kelly's death, led by Lord Hutton, who severely criticised the competence of the BBC's senior management and the quality of its journalism practices. These conclusions prompted the resignation of the Corporation's Chairman and Director General. Hutton's findings had wider implications for the future governance of the BBC and invoked far‐reaching questions about the trust that the public could place in journalism. The evidence indicates that while the public felt that the BBC had been culpable for failing to launch its own internal inquiry into the Gilligan report, the public perceived this incident as a one‐off aberration rather than as being symptomatic of some wider malaise. Indeed, the Hutton inquiry had impacted more upon public trust in the government and led people to question the independence of the Hutton inquiry.

While trust in journalists is far from universal, the public differentiate among journalists in terms of the news organisations they work for. Among these, the BBC remains one of the most widely trusted.

An exploration of the issue of trust in the television news following the Dr David Kelly/Andrew Gilligan report on “The Today Programme” and subsequent Hutton enquiry.