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The purpose of this paper is to determine the extent to which traditional field training incorporates community‐oriented policing and problem solving in its formal evaluation process. Can community policing be successfully integrated into the San Jose field training model as a formal component of training and evaluation of police recruits?

The paper analyzes formal field training evaluations and narratives in one police agency that uses the San Jose Field Training Officer Program. The agency endorses and practices community policing and problem solving.

Field training in this agency did not successfully integrate community policing and problem solving into the formal evaluation process.

Because field training occurs immediately after the academy, it is the best place to expose recruits to community policing and problem solving in practice, thus linking training with practice. If police agencies are truly committed to community policing, they must update their field training curricula to reflect the new philosophy and practice.

Though there has been considerable research in the area of community policing, little of it focuses on training, especially field training. Ironically, even though most agencies claim to practice community policing, they have failed to prepare their officers in the philosophies and skills necessary to perform the tasks well. Police academies are beginning to train recruits in community policing, but most agencies still use the San Jose FTO model, which was developed before contemporary community policing existed. Because field training is such an important part of police socialization, it must teach recruits the skills of community policing.

The Kennedy tapes of the meetings on the Cuban missile crisis are evidence of the strategy formulation process. Analysis of the interventions in these meetings reveals that President Kennedy had adopted a questioning, Socratic approach. Conclusions are drawn on President Kennedy's leadership style. The methods employed in 1962 are compared with ideas from strategic management: positioning; resource‐based view; top‐down or bottom‐up; deliberate or emergent; and rational or generative. The author deduces from this evidence: the collective strategy process cannot truly begin until a collective aim has been decided; the strategy process is best led by a facilitator, rather than an authoritarian; both positioning resources need to be considered; strategy formulation is an art, guided by whatever science can be brought to bear.

Although typologies of violence have become more common, relatively little attention has been given to Donald Black’s (1983) distinction between moralistic and predatory violence. Moralistic violence is rooted in conflict; predatory violence is rooted in exploitation. We elaborate Black’s typology and show how it is similar to, but distinct from, other typologies of violence. We also address the criteria by which typologies of any kind might be judged. Borrowing from the literatures on typologies and on standards of scientific theory, we argue that explanatory typologies should be evaluated according to four criteria: the degree to which they are powerful, theoretical, general, and parsimonious. Applying the criteria to Black’s typology, we argue that the distinction between moralistic and predatory violence is an important contribution to the arsenal of the student of violence.

Taken in its entirety, this edited volume presents broad, sweeping perspectives on race culture, society, socialization and education. The topics are expansive and the analyses incisive. Various contributors to the volume earned doctoral degrees in education, human development, psychology, social work and sociology across four decades (1970s, 1980s, 1990s, 2000s). Despite the variety of disciplines, theoretical perspectives, methodological approaches and conclusions, there is an underlying coherence. This coherence derives in part from the authors' shared commitment to an holistic approach, which examines questions around educational achievement in relation to ecological, cultural, historical, political, economic, social and psychological contexts. In a word, these chapters embody an holistic approach to educational research, theory, practice and policy that is very much consistent with the Chicago School Tradition.To be sure, the studies in this volume raise far more questions than provide definitive answers concerning the perplexing problems of race, culture, inequality and education in America. The central importance of these studies and this volume may reside in their very ability to challenge established orthodoxies. By doing so, the studies published here provide a vital heuristic function. Certainly, there continues to be a pressing need for concerted efforts on research, theory, teaching/learning and policy fronts in order to achieve educational equity for African Americans and for other disenfranchised groups. To the extent that this volume fuels the dialogue and continues the quest, then our purpose of honoring Professor Edgar G. Epps, consummate scholar and important contributor to the Chicago School Tradition, has been well served.

Case (A) describes the situation at the Northlands Ledger, a newspaper on its way out of business due in large part to its publisher and editor's focus on what they do and want to keep doing rather than on what their customers (readers and advertisers) want. The value proposition to the reader is that “we deliver the paper reliably and give you the latest national and international news.” The value proposition to the advertisers is that “we print your ads accurately and runs them on time.” Both value propositions are outdated, and, even if they were what the customers wanted—which they are not—neither is executed well. The paper's key performance indicators—circulation, classified ads, and commercial advertising—are all in decline, despite the fact that the community it serves is growing. The senior management of the Paulus chain that owns this paper has forced the publisher, Allison, to retire and brought another publisher, Potter, in from one of its other papers, The Sun Belt City Star, where Potter was highly successful. However, he cannot simply transfer his success formula from the Star to the Ledger. Case (B) details his efforts and may be used as a classic example of good change management and leadership practices. Potter established a clear cut set of objectives, formulated a new strategy of responsiveness to readers and advertisers more in line with finding out why they hired the paper in the first place. To implement his new strategy he terminated senior managers and others who he did not feel could contribute to the new paper, and made significant changes in key dimensions of implementation: culture, structure, information and decision support systems, incentives and human resources. Throughout he used a mix of both authoritative and participative change management—a mix that may provoke an interesting class discussion.

Provide a realistic example of leading and managing change with successful transformation of a previously failing company while simultaneously illustrating key dimensions of implementation of strategy.

Case (A) describes the situation at the Northlands Ledger, a newspaper on its way out of business due in large part to its publisher and editor's focus on what they do and want to keep doing rather than on what their customers (readers and advertisers) want. The value proposition to the reader is that “we deliver the paper reliably and give you the latest national and international news.” The value proposition to the advertisers is that “we print your ads accurately and runs them on time.” Both value propositions are outdated, and, even if they were what the customers wanted—which they are not—neither is executed well. The paper's key performance indicators—circulation, classified ads, and commercial advertising—are all in decline, despite the fact that the community it serves is growing. The senior management of the Paulus chain that owns this paper has forced the publisher, Allison, to retire and brought another publisher, Potter, in from one of its other papers, The Sun Belt City Star, where Potter was highly successful. However, he cannot simply transfer his success formula from the Star to the Ledger. Case (B) details his efforts and may be used as a classic example of good change management and leadership practices. Potter established a clear cut set of objectives, formulated a new strategy of responsiveness to readers and advertisers more in line with finding out why they hired the paper in the first place. To implement his new strategy he terminated senior managers and others who he did not feel could contribute to the new paper, and made significant changes in key dimensions of implementation: culture, structure, information and decision support systems, incentives and human resources. Throughout he used a mix of both authoritative and participative change management—a mix that may provoke an interesting class discussion.

Provide a realistic example of leading and managing change with successful transformation of a previously failing company while simultaneously illustrating key dimensions of implementation of strategy.

This paper aims to present an interpretive case study in education for sustainability (EfS) that applies VanWynsberghe and Herman’s (2015, 2016) adaptive education as pedagogy. Dewey’s theory of behaviour change is applied to educative experiences based on habit disruption and real-world learning, leading to creativity in the formation of new habits. The programme presented inverts dominant conceptions of knowledge to design innovative sustainability pedagogy. Instead knowledge resides alongside experience, cases, intuition, advice, experimentation and dialogue in the individual and collective effort to address daily sustainability challenges.

The paper reports on the outcomes of an interpretive case study (Merriam, 1998) of a higher education programme in sustainability pedagogy. It presents a series of reflections by instructors and participants in discussing the programme’s relationship with the core themes of habit, disruption, creative action and dialogue framed within the five features of adaptive education: stakeholders, real-world learning, off campus, transdisciplinarity and non-traditional rewards.

Through this examination, the authors found that adaptive education offered a pedagogy that simultaneously addressed the need for increased sustainability knowledge, whilst inverting its dominance. As a long-term project, the extent of the programme’s impact will be evident beyond the programme’s completion.

This interpretive case study is analysed through high-level conceptual and theoretical aspects of the pedagogy rather than the particularities of the case. By putting the centrality of knowledge into question, the authors are advocating for a more experimental role for higher education in its teaching and learning. These questions are broadly applicable.

There are research, learning and social benefits to this programme. Adaptive education builds capacity for future leaders and educators of sustainability.

The paper concludes with a discussion for further theorizing and research on adaptive education and EfS in higher education. This research will contribute to broader discussions of the evolving role of education in sustainability.

The authors seek to better understand the relationships between science production, national wealth, inequality, and human development around the globe.

The chapter uses econometric models, including Granger causality, to test alternate hypotheses about whether more economic wealth is related to more science or if more science leads to more wealth.

The immediate result of our models is that a country’s wealth contributes to the conditions necessary for productive science. While large countries produce many research articles in the STEM+ fields more or less irrespective of their per capita GDP, with countries like the Soviet Union, China, or India being important contributors to world science, the most productive countries were the richer ones. GDP per capita values are important predictors for higher numbers of STEM+ research articles adjusted for population size. Nevertheless, human development and income equality also have a positive relationship with science productivity. While the effect of income equality is less strong, it has importantly and steadily increased over the last 50 years.

This chapter is among the first to show that countries with similar levels of human development that are more equal in income distribution are more productive in science, while countries of similar wealth that are more equal in income distribution are not necessarily more productive in science.