Lost in translation Essay -- essays research papers

Lost In Translation â€Å"Lost In Translation† is one of those movies that seek to be something having something extra something that is more than a regular movie. Moreover, it does so effectively without being pretentious, all through the movie it does not seem like it is trying too hard to be something other than what is there. It is skillfully written, well directed and it boasts of a solid cast not very spectacular but full of good actors. Jointly, this eventually results in an enjoyable and interesting movie. The important thing is that it has a message to it. Bill Murray and Scarlett Johansson play two individuals lost in the new and unfamiliar surroundings, restlessly moving around a Tokyo hotel in the middle of the night, who fall into talk about their marriages, their pleasure and the significance of it all. What occurs between them is very deep they open their hearts to one another letting the other know about the feelings and problems they are having with their marriages. In my view, t hese conversations can in fact only be held with strangers. We all need to talk about metaphysics, but those who are close to us want information and details; outsiders let us function more loosely on a cosmic scale. Murray plays Bob Harris, an American movie star in Japan to make commercials for whiskey. His relationship with is wife is disjointed, they seem to be on a different wavelength, and they are sticking around because it is easier. A good example is when his wife asks over the p...

Observation in Daisy Miller Essay -- Henry James, Daisy Miller

He said to himself that she was too light and childish, too uncultivated and unreasoning, too provincial, to have reflected upon the ostracism or even to have perceived it. Then at other moments he believed that she carried about in her elegant and irresponsible organism a defiant, passionate, perfectly observant consciousness of the impression she produced. (43) The socialites in Daisy Miller's world aspire to a perfection, a nobility, and a superlative of character. But character is a misleading word; interiority is important only insofar as it reflects the assumed depths that come with an appearance of refinement, for the relationships in "Daisy Miller: A Study" are formed by observation, not by conversation. Winterbourne's penetrating gaze dissects and complicates Daisy's appearance and, subsequently, personality, beyond what her own projection of an personality warrants. The narrator of Henry James's story furthers this atmosphere, peppering visual and even abstract sentences with modifiers and other syntactical strokes to force a system of visual refinement on the reader. The reader, however, must engage his imagination to form a picture of Daisy, her most evident quality, while he is kept privy to her relatively blank consciousness, thus ensuring an emotional detachment from her which allows him to "see" her as she really is. The heroi ne captivates Winterbourne, on the other hand, for most of the story, because he can only surmise as to the mystery, or "riddle," as the narrator calls it, of the "ambiguity of Daisy's behavior" beneath her deceptive exterior (46). His recognition of his reliance on the gaze, and on Daisy's vacuity otherwise, triggers his final disgust and enables him to select an answer from the ... ...he right way of regarding Miss Daisy Miller. (46) The vocabulary of observational terms which can double as evaluative verbs†¹"reflecting," "regarding"†¹strikes the philosophical change in Winterbourne's literal outlook, as does his using her full formal name as a way of sapping her of any suggestive mystery behind the ambiguous "she." He later repents slightly after Daisy's death, but seems not to take the lesson to heart. The real "study" of "Daisy Miller: A Study," then, is Winterbourne, whose faltering attempts to "study" Daisy we follow until his brief redemption, and of whom the final line of the narrative†¹reinforcing his return to the gaze, albeit now directed at an ostensibly more deserving, but still "very" refined foreigner†¹should come as no surprise: "...he is "'studying hard'†¹an intimation that he is much interested in a very clever foreign lady" (50). Observation in Daisy Miller Essay -- Henry James, Daisy Miller He said to himself that she was too light and childish, too uncultivated and unreasoning, too provincial, to have reflected upon the ostracism or even to have perceived it. Then at other moments he believed that she carried about in her elegant and irresponsible organism a defiant, passionate, perfectly observant consciousness of the impression she produced. (43) The socialites in Daisy Miller's world aspire to a perfection, a nobility, and a superlative of character. But character is a misleading word; interiority is important only insofar as it reflects the assumed depths that come with an appearance of refinement, for the relationships in "Daisy Miller: A Study" are formed by observation, not by conversation. Winterbourne's penetrating gaze dissects and complicates Daisy's appearance and, subsequently, personality, beyond what her own projection of an personality warrants. The narrator of Henry James's story furthers this atmosphere, peppering visual and even abstract sentences with modifiers and other syntactical strokes to force a system of visual refinement on the reader. The reader, however, must engage his imagination to form a picture of Daisy, her most evident quality, while he is kept privy to her relatively blank consciousness, thus ensuring an emotional detachment from her which allows him to "see" her as she really is. The heroi ne captivates Winterbourne, on the other hand, for most of the story, because he can only surmise as to the mystery, or "riddle," as the narrator calls it, of the "ambiguity of Daisy's behavior" beneath her deceptive exterior (46). His recognition of his reliance on the gaze, and on Daisy's vacuity otherwise, triggers his final disgust and enables him to select an answer from the ... ...he right way of regarding Miss Daisy Miller. (46) The vocabulary of observational terms which can double as evaluative verbs†¹"reflecting," "regarding"†¹strikes the philosophical change in Winterbourne's literal outlook, as does his using her full formal name as a way of sapping her of any suggestive mystery behind the ambiguous "she." He later repents slightly after Daisy's death, but seems not to take the lesson to heart. The real "study" of "Daisy Miller: A Study," then, is Winterbourne, whose faltering attempts to "study" Daisy we follow until his brief redemption, and of whom the final line of the narrative†¹reinforcing his return to the gaze, albeit now directed at an ostensibly more deserving, but still "very" refined foreigner†¹should come as no surprise: "...he is "'studying hard'†¹an intimation that he is much interested in a very clever foreign lady" (50).

A Study on the Interpretation of Dreams

Interpreting dreams has been a subject of interest for thousands of years. There have been many theories formed by top scientists and psychologists, but dreams still remain a mystery. There are websites all over the Internet that promise to decode dreams in just a few easy steps, but most of those are for fun and entertainment.What do professionals have to say about the interpretation of dreams? That is the question this paper seeks to answer. As with any somewhat scientific subject, there are as many answers as questions. The writer will start with the earliest information about dreams, and explain the prevalent theories, both past and present, about dream interpretation.Dreams have been fascinating people for as long as there have been people on the Earth. The very first mention of a dream comes from ancient Babylon, around the year 3000 B.C. (Biele and Piotrowski, 1986).The dream is only mentioned in passing on a stela carved to commemorate a great achievement by a â€Å"God-fear ing man,† but the fact that it was mentioned at all gives us an idea of how important dreams were to the ancients (Biele and Piotrowski, 1986). People made â€Å"consulting dreams† before taking any action a regular part of life up to the 16th Century, A.D., and no doubt many people still follow the practice (Biele and Piotrowski, 1986).Perhaps the two most noted â€Å"dream interpreters† were Sigmund Freud and Carl Jung. Freud wrote his book, The Interpretation of Dreams , in 1955, and it immediately caused a stir. Freud asserted that, â€Å"the scientific theories of dreams leave no room for any problem of interpreting them, since in their view a dream is not a mental act at all . . . † (p.96).He highly disagreed with the idea that dreams meant nothing. He did not agree with the ideas of dreams being interpreted â€Å"symbolically† or by â€Å"decoding† (Freud, 1955, p. 96-97). Instead, he claimed to have found a â€Å"scientific methodâ⠂¬  to interpreting dreams (Freud, 1955, p. 100).Freud explained that he had attempted to â€Å"unravel . . . hysterical phobias, obsessional ideas, and so on† for years (p. 100). He finally came upon the notion â€Å"that if a dream can be inserted into the psychical chain†Ã‚   than the dream could be â€Å"treated as a symptom† (Freud, 1955, p. 101). Freud believed that interpreting dreams in a scientific way would reveal the true problem troubling the patient. The problem could then be treated, and the person would become well (Freud, 1955).Common knowledge of Freud includes the fact that he believed that dreams had to do with â€Å"unconscious sexual and aggressive wishes and fantasies unacceptable to the conscious ego† (Marszalek and Myers, 2006, p. 18) Carl Jung agreed that some dreams could have those implications, but not all (Marszalek and Myers, 2006). He believed that dreams were not just â€Å"disguises† for unmentionable feelings, but they were also â€Å"metaphors† and showed â€Å"creativity† and â€Å"individualization† (Marszalek and Myers, 2006, p. 19). Jung found seven â€Å"archetypes† that seem to appear â€Å"in every culture throughout time† (dreammoods.com).A few of these are the â€Å"Persona,† or the person you show to others, the â€Å"Shadow,† or things you do not like about yourself, and the â€Å"Divine Child,† you as your â€Å"true self†Ã¢â‚¬â„¢ (dreammoods.com).   Jung’s ideas have proven very helpful in some forms of   â€Å"counseling therapy† because they allow a person to make sense of their dreams and often realize what is behind their problems (Marszalek and Myers, 2006, p.22).Not everyone believes that dreams really mean anything, but most health professionals agree that dreams are very beneficial to people (Waters, 2002). For example, they can â€Å"reveal hidden anxiety, help consolidate memories, regul ate moods, and help to process emotions† (Waters, 2002).One physician notes that major depressives often have a hard time in the morning because their dreams were inadequate to solve their problems (Waters, 2002). Dreams are a time for â€Å"reflection . . . and creativity† (Waters, 2002). However, many physicians warn against getting â€Å"carried away† with interpreting dreams, as not every dream is going to have a â€Å"practical† function (Waters, 2002).However, some lay people do not agree with that assessment. Understand-your-dreams.com has several articles written by Dave Lappin, a self-appointed dream interpreter. Lappin believes that dreams â€Å"speak to us on a spiritual level† because we are â€Å"spiritual beings† (2006).Dreams hold the key to â€Å"a vast storehouse of knowledge† (Lappin, 2006). If we keep having the same dream over and over, it is because we â€Å"have not fully understood the dream message and used it in our waking state† (Lappin, 2006). For Lappin, and those like him, dreams always have a purpose and â€Å"information† for the dreamer.The book, Extraordinary Dreams and How to Work with Them, is something of a middle ground between believing all dreams have messages and no dreams have messages. For the authors, â€Å"ordinary† dreams simply â€Å"reflect daily experiences.† â€Å"Extraordinary† dreams, however, have many functions.They can be â€Å"telepathic, clairvoyant, and precognitive, and some can even be â€Å"out of body, lucid,† and   involve a past life or a visitation (Bogzaran, Krippner, and Percia de Carvalho, 2002). These studies show the cultural differences between groups of people. Many people from other countries and cultures were involved in the studies, and while they have â€Å"ordinary† dreams, they also have fantastic dreams that most modern cultures would be quick to dismiss.The concept of interpreting dre ams runs the gamut from no dream being particularly special to dreams directing our lives. It is difficult to determine what theory, if any, is correct. The truth is that we do dream, and we do often see and act out strange things in our dreams. We see people we have not seen in years, and we work out problems. We dream of ordinary things, and we dream of flying.Perhaps dreams are what a person makes of them. There is no need to believe that every dream will have an earthshattering message, but if a dream comforts a person or stirs them to act, that is all the better. In the end, your dream falls under your own interpretation. Your interpretation is better than what anyone else can give to you, for only you know your true self.AbstractInterpreting dreams has been of great interest to people for thousands of years. Sigmund Freud and Carl Jung are known as two of the authorities on interpreting dreams, even though they have different ideas on the interpretations.Many medical practitio ners see great mental benefits from dreaming, but they caution people to not get too wrapped up in analyzing dreams. Other people take note of their dreams constantly and model their lives around them. Different cultures have different ideas of what is normal in a dream, but in the end we must decide what is normal for ourselves. Regardless of all the information floating about, only we know ourselves well enough to know what our dreams really mean to us.Reference PageBiele, A. and Piotrowski, Z. (1986) Dreams: a key to self knowledge. Lawrence Erlbaum Associates: New Jersey.Bogzaran, F., Krippner, S., and Percia de Carvalho. (2002) Extraordinary dreams and how to work with them. State University of New York Press: New York.www.dreammoods.com. Carl jung’s archetypes. http://www.dreammoods.com/dreaminformation/dreamtheory/jung3.htm Accessed September 14, 2006.Lappin, Dave. (2006) The spirituality of dreams. http://www.understand-your-dreams.com/spirituality_dreams.html Accesse d September 14, 2006.Freud, Sigmund. (1955) The interpretation of dreams. Basic Books: New York.Marszalek, J. and Myers, J. (2006) Dream interpretation: a developmental counseling and therapy approach. Journal of Mental Health Counseling. 28:1, pgs. 18-30.Waters, J. (7/23/2002) Why do we dream? experts differ on the meaning. The Washington Times: B 01.

Discussion Boards Hsa 520

Has 505 The major online computer services such as Health Grades, America Online Inc. , and WebMD provide health news and medical and health forums where users can access medical libraries, exchange messages, and discuss health problems. In what ways might the growing use of these services by consumers affect future strategies for: Family practitioners? HMOs? Technology refers to the innovations or inventions from applied science and research. According to the book, adult use of the Internet as a health information source has increased dramatically. A lot of people use the Internet to find out different diseases and illness. From a family practitioner perspective use of the Internet could be a god thing. Most people find their health care providers from the Internet and also find out about health care issues. The Internet sites allow patients to gain knowledge about what is going on with their health and help solve questions they might have. Health care coverage through the use of an HMO costs less than comparable traditional health insurance, with a trade-off of limitations on the range of treatments available. HMO might view the internet site as an advantage because that’s where majority of people to research information and this could better help HMO reach out to the general population. They can get information from potential health care seekers based off the information they are providing on the sites, it could also help them use advertise strategies to put information out there to people. Internet sites have their advantages and their disadvantages but it seems there are more advantages than not. A primary care medical group has a list of patients who had once used the group on a regular basis as their primary source of care. However, in scanning their records, these patients had not been in for an appointment in the past two (2) years. The senior partner wants to send them an informational flyer about the practice and a refrigerator magnet that has the group’s telephone number and after-hours service number. As the marketing director for the practice, evaluate this approach in light of the HIPAA regulations. Is it acceptable to implement this marketing plan under the current regulations? Explain your answer. HIPPA is used to facilitate health insurance portability, protect patient security and privacy of information, and further reduce health care fraud and abuse. HIPPA requires all health care providers to have patient consent for access to their medical records or information. According to the book, data will need to be aggregated so that medical information cannot be attached to names and addresses of individual patients. Patient identifiable information cannot be use of marketing items. Under the current regulations there are some marketing strategies that can take place but it cannot have any patient information if it is not related to treatment or payment of their care. If the organization does not have the consent of the individuals to use their information that I don’t think that it would be acceptable. Has 520 Discuss the factors that should be considered when developing a consistent IM / IT strategy. Explain your rationale. Information systems should support the strategic goals, and objectives, and priorities of the organization they serve. The factors that should be considered when developing a consistent IM/IT strategy are: 1. Aligning IM/IT with organizational strategy: This is important because there is a need for interrelationships among IM/IT, the rest of the organization and the external environment. 2. Developing IM/IT infrastructure, architecture, and policies: This plan should identify the major types of information required to support strategic objectives and establish priorities for installation for computer applications. 3. Setting IM/IT project priorities, and overseeing investments: The organization needs to be aware of the investments and where their money is going and for what projects it is going to. They have to set boundaries and have set priorities. 4. Using IM/IT benefits assessment to enhance accountability: Accountability is very important to any organization. Knowing what they have and what they are missing is very vital. Analyze the various approaches to reviewing software and hardware standards and make at least three recommendations for improvement. Provide specific examples to support your response. Three recommendations for the various approaches to reviewing software and hardware standards are: 1. Data compatibility-use of common codes and data definitions for electronic information exchange across an organization. Its important that any organization make sure the soft ware and hardware is compatible to the systems they are trying to use. 2. Central review ensures that hardware and software will ne of a type that can receive technical support and maintenance from the information system staff. . Central review can help prevent illegal use of unlicensed software within the organization. Integration discusses the advantages and disadvantages of end-user computing and determines if this is an application that should be progressively pursued. Explain your rationale. End-user computing offers the potential to expand the base of IM/IT development and overcome issues that arise when a low priority is assigned to certain applications that are nevertheless viewed as important to units within the organization. Some of the advantages of end user computing are overcoming shortages of professionals, establishment of user friendly and responsive systems, and overcoming implementation problems. Some other advantages are the systems tailored to users, enables creative use of IS, generates competitive advantage, overcomes backlog by providing systems that IS could not get round to doing, puts users nearer the information, allows for variety, Increases user awareness of IS, and Relieves work load of IT professional. The disadvantages are that they produce inappropriate systems, causes duplication, takes users away from their real job, ignores long range and technical issues, courts disaster due to lack of attention to procedures, and causes integration problems. From the e-Activity, discuss what additional challenges exist with systems integration between / among health care organizations and possible solutions to those challenges.

Roles of Women in the Early Europe

In early, medieval Europe, everyday life and the duties of people were greatly different than they are today. Obviously, there was no technology and life was a lot simpler. However, some of the former ways of life are not always praised as something good. For example, women during the time were treated very inadequately. Yes, this has happened in just about every society in history, but it seems like most women during this period were used and disrespected more notably than in others. In Philippa Gregory’s novel, The Other Boleyn Girl, this theme is seen greatly. In the story, the narrator, Mary, is defending her sister, Anne, after she is sentenced to death for producing an incest baby instead of a son for the king, King Henry. Mary, pleading for her sister, yells out â€Å"We did nothing more than that was ordered. We only ever did as we were commanded. Is she to die for being an obedient daughter? †(Pg. 650). During this time period, many women in the royal courts were used to produce male heirs, mainly to keep the name of the king and the family continuing. I strongly agree with the quote by Mary because killing a human being for a reason such as that is immoral and women are not just objects for men. In the story, Henry did have a choice to kill Anne or not, but I understood why he did end up taking her life. When Mary claims that the two Boleyn girls â€Å"did as they were commanded†, something drew to my attention. Mary was completely valid in saying that. Anne and Mary were mainly just used to birth a son. Several members of their family, including their uncle, demanded for one of them to bed the king. At first it was Mary who had an affair with the already married king. Even though Mary produces two children, one being a boy, it is not legitimate due to the fact that Mary is merely a mistress and not the queen. When he was done with Mary, King Henry moved on to Anne, who was more determined to become queen and have the child be legitimate. She eventually becomes the Queen of England, but it is proven that Henry was just using her for her child after he kills her. I do not agree with this concept by any means. However, this was a common role for women at the time. Kings and royal families were so concerned about keeping their name going in the court that they would risk the lives of women in doing so. You would think that one of King Henry’s seven wives would pick up on this trend at some point, or any woman in any court for that matter. It seems like women were treated as objects in the royal courts. The women were the croc pot that prepared the kings’ stew. And, if that stew was not one hundred percent correct, the croc pot would be set aside and replaced with a new one. I do not feel this is morally acceptable at all. I understand that kings wanted to have a male heir to keep the name going, but they should have had to complete that task so viciously. In this case, I do not agree with King Henry’s tactics at all, but I understand why he killed Anne. I believe that it was so common to banish or kill a wife for such crimes as adultery or incest that Henry had no choice, but to kill her. He was a very strong, determined man with a bold reputation for being so. By beheading Anne, he was retaining his reputation, but also proved that it was never true love between him and Anne. He had women lined up to take the place of Anne. â€Å"He is at her house every night. He is as he was in the old days, when it was her. † (656). This quote just proves the fact that Henry wanted nothing more of Anne than a son, which is a common theme of the roles of women during this time period. I do not agree with the concept of using women for the production of male heirs because it is immoral and women should not be viewed as objects. That is a major theme in The Other Boleyn Girl by Philippa Gregory. It is prevalent throughout the story and in history that King Henry of England used women as devices used to produce male heirs. This was also seen throughout history. Kings were so determined to keep their name going that they would execute their wives for such faults as not producing a boy, or in this case, birthing an incest baby. The kings had to maintain a strong reputation. I understand that, but do not agree with how they did so.

John Downe

John Downe In John Downe’s letter to his wife, he strategically establishes and develops ethos as well as pathos to convince her to join him in the United States with their children. Throughout the letter, Downe develops his credibility through his use of ethos which includes the repetition of â€Å"I. † â€Å"I have got a situation,† â€Å"I dined with him,† â€Å"I went into the market yesterday,† all progress towards the establishment of his plausibility in his wife’s eyes. He provides his wife with examples of the many positive situations he, himself has endured while being in the country of America.Downe hopes that his persuading words will convince her to emigrate with their children to America. â€Å"I know you will like America† is Downe’s primary hope and purpose for writing this persuasive letter. By describing all the things that he has been able to do in this country, â€Å"I can go into a store, and have as much br andy as I like to drink for three half-pence and all other spirits are in proportion,† Downe hopes that these credential words will be approved by his wife.His elaborations on the things he has managed to do in America are essentially used to provoke his wife’s interest in this country. These descriptions are used as reassurance for his wife to know of the great opportunities he has found in America but not back home in England. Downe believes this will strike his wife as another reason why she will enjoy her new life in America and compares their troublesome life in England to the great possibilities that can be accomplished in this new country.He explains, â€Å"this is a country where a man can stand as a man, and where he can enjoy the fruits of his own exertions, with rational liberty to its fullest extent†, hoping that his comparisons to the life in England and the life in America will evoke in his wife a sense of longing for this kind of living. Downe†™s convincing words showing all of the achievements he has experienced in America lead his wife to want this same kind of exposure.Downe continues to expand on the things he has accomplished in America with his development of pathos through long, periodic sentences. He mentions that on the table there was â€Å"pudding, pyes, and fruit of all kind that was in season†¦Ã¢â‚¬  and â€Å"they do not think of locking the doors in this country† to assure his wife of the safety and prosperity of this country. He then goes on to acknowledge, with emotional appeal, that all he â€Å"wants now is to see you, and the dear children here, and then I shall be happy, and not before†.This is Downe’s development of pathos for the purpose of persuading and influencing his wife to make her decision much easier about emigrating to America with the children. He hopes to influence her decision by explaining how much better off they would be as a family, together in one count ry. Although he announces that he will only be happy if his family comes to America to live with him, Downe concludes that he does not â€Å"repent of coming† and he â€Å"would rather cross the Atlantic ten times than hear my children cry†.By his mentioning that he does not regret one bit coming to America, Downe hopes to display for his wife how great of a country America is. The pathos are purposefully placed there by Downe to show to his wife that although he has left his family, he would do it all over again just to live in the convenient country of America- hoping this will stir some kind of desire in his wife’s mind.Through his emotional words, Downe demonstrates that the travel to America is nothing compared to what this country holds in store for their family. Although he explains to his wife there will be â€Å"a few inconveniences in crossing the Atlantic†, in the end she will enjoy the United States of America. In the midst of his pathos, it i s possible to conclude that Downe’s reason for leaving his family behind is to find opportunity for a new life, which America provides.Through his use of repetition and periodic sentences, John Downe develops credibility and emotional appeal. Through his repetition of â€Å"I†, he is able to bestow upon his wife a feeling of longing for the same freedom and prosperity he has gained when coming to America by showing her all of the things he has accomplished while living in this country. With Downe’s strategic pathos, he manages to convince his wife that all he wants for their family is wealth, health, and land- all of which can be found in America.

Guidance and Counselling Thesis

Comprehensive Guidance Programs That Work II Norman Gysbers and Patricia Henderson A Model Comprehensive Guidance Program Chapter 1 Norman C. Gysbers The Comprehensive Guidance Program Model described in this chapter had its genesis in the early 1970s. In 1972, the staff of a federally funded project at the University of Missouri-Columbia conducted a national conference on guidance and developed a manual to be used by state guidance leaders as a guide to developing their own manuals for state and local school district use. The manual was published in early 1974 and provided the original description of the Comprehensive Guidance Program Model. From the 1940s to the 1970s, the position orientation to guidance dominated professional training and practice in our schools. The focus was on a position (counselor) and a process (counseling), not on a program (guidance). Administratively, guidance, with its position orientation, was included in pupil personnel services along with other such services as attendance, social work, psychological, psychiatric, speech and hearing, nursing, and medical (Eckerson & Smith, 1966). The position orientation had its beginnings when guidance was first introduced in the schools as vocational guidance. As early as 1910, vocational counselors had been appointed in the elementary and secondary schools of Boston, and by 1915 a central office Department of Vocational Guidance had been established with a director, Susan J. Ginn. The vocational counselors in Boston were teachers who took on the work with no financial return and often no relief from other duties (Ginn, 1924). What were the duties of vocational counselors? The Duties of a Vocational Counselor: 1. To be the representative of the Department of Vocational Guidance in the district; 2. To attend all meetings of counselors called by the director of Vocational Guidance; 3. To be responsible for all material sent out to the school by the Vocational Guidance Department; 4. To gather and keep on file occupational information; 5. To arrange with the local branch librarians about shelves of books bearing upon educational and vocational guidance; 6. To arrange for some lessons in occupations in connection with classes in Oral English and Vocational Civics, or wherever principal and counselor deem it wise; 7. To recommend that teachers show the relationship of their work to occupational problems; 8. To interview pupils in grades 6 and above who are failing, attempt to find the reason, and suggest remedy. 9. To make use of the cumulative record card when advising children; 10. To consult records of intelligence tests when advising children; 11. To make a careful study with grade 7 and grade 8 of the bulletin â€Å"A Guide to the Choice of Secondary School†; 12. To urge children to remain in school; 13. To recommend conferences with parents of children who are failing or leaving school; 14. To interview and check cards of all children leaving school, making clear to them the requirements for obtaining working certificates; 15. To be responsible for the filling in of Blank 249 and communicate with recommendations to the Department of Vocational Guidance when children are in need of employment. (Ginn, 1924, pp. 5-7) As more and more positions titled vocational counselor were filled in schools across the country, concern was expressed about the lack of centralization, the lack of a unified program. In a review of the Boston system, Brewer (1922) stated that work was â€Å"commendable and promising† (p. 36). At the same time, however, he expressed concern about the lack of effective centralization: In most schools two or more teachers are allowed part-time for counseling individuals, but there seems to be no committee of cooperation between the several schools, and no attempt to supervise the work. It is well done or indifferently done, apparently according to the interest and enthusiasm of the individual principal or counselor. p. 35) Myers (1923) made the same point when he stated that â€Å"a centralized, unified program of vocational guidance for the entire school of a city is essential to the most effective work† (p. 139). The lack of a centralized and unified program of guidance in the schools to define and focus the work of vocational counselors presented a serious problem. If there was no agreed-upon, centralized structure to organize and direct the work of building-level vocational counselors, then â€Å"other duties as assigned† could become a problem. As early as 1923 this problem was recognized by Myers (1923). Another tendency dangerous to the cause of vocational guidance is the tendency to load the vocational counselor with so many duties foreign to the office that little real counseling can be done. The principal, and often the counselor himself, has a very indefinite idea of the proper duties of this new office. The counselor’s time is more free from definite assignments with groups or classes of pupils than is that of the ordinary teacher. If well chosen he has administrative ability. It is perfectly natural, therefore, for the principal to assign one administrative duty after another to the counselor until he becomes practically assistant principal, with little time for the real work of a counselor. (p. 141) During the 1920s and 1930s, as formal education was being shaped and reshaped as to its role in society, a broader mission for education emerged. Added to the educational mission was a vocational mission. How did education respond to these additional tasks and challenges? One response was to add pupil personnel work to the education system. What was pupil personnel work? According to Myers (1935), â€Å"pupil personnel work is a sort of handmaiden of organized education. It is concerned primarily with bringing the pupils of the community into the educational environment of the schools in such condition and under circumstances as will enable them to obtain the maximum of the desired development† (p. 804). In his article, Myers (1935) contrasted pupil personnel work and personnel work in industry. He then listed eight activities he would include in pupil personnel work and the personnel who would be involved, including attendance officers, visiting teachers, school nurses, school physicians, as well as vocational counselors. In his discussion of all the activities involved in pupil personnel work and the personnel involved, he stated that â€Å"Probably no activity in the entire list suffers so much from lack of a coordinated programs as does guidance, and especially the counseling part of it† (p. 807). In the late 1920s, in response to the lack of an organized approach to guidance, the services model of guidance was initiated to guide the work of individuals designated as counselors. Various services were identified as necessary to provide to students, including the individual inventory service, information service, counseling service, placement service, and follow-up service (Smith, 1951). By this time too, the traditional way of describing guidance as having three aspects – vocational, educational, and personal-social – was well established. Vocational guidance, instead of being guidance, had become only one part of guidance. By the 1940s and 1950s, guidance was firmly established as a part of pupil personnel services with its emphasis on the position of counselor. Beginning in the 1960s, but particularly in the 1970s, the concept of guidance for development emerged. During this period, the call came to re-orient guidance from what had become an ancillary set of services delivered by a person in a position (the counselor) to a comprehensive, developmental program. The call for reorientation came from diverse sources, including a renewed interest in vocational-career guidance (and its theoretical base, career development), a renewed interest in developmental guidance, concern about the efficacy of the prevailing approach to guidance in the school, and concern about accountability and evaluation. The work of putting comprehensive guidance programs into place in the schools continued in the 1980s. Increasingly, sophisticated models began to be translated into practical, workable programs to be implemented in the schools. As we near the close of the 1990s, comprehensive guidance programs are rapidly encompassing the position orientation to guidance. Comprehensive guidance programs are becoming the major way of organizing and managing guidance in the schools across the country. This chapter begins with a brief review of traditional organizational patterns for guidance. Next, the development of a Comprehensive Guidance Program Model that had its genesis in the early 1970s is presented. The content of the model is described, ollowed by a presentation of the structure of the program, the processes used in the program, and the time allocations of staff required to carry out the program. Finally, there is discussion of the program resources required for the model if it is to function effectively. Traditional Organizational Patterns By the 1960s, the evolution of guidance in the schools had reached a peak. The guidance provisions of the National Defense Education Act of 1958 (Public Law 85-864) caused the nu mber of secondary counselors in schools to increase substantially. Later, due to an expansion of the guidance provisions of the act, elementary guidance was supported and as a result, the number of elementary counselors in schools increased rapidly. Counselors put their expertise to work in schools where three traditional organizational patterns for guidance were prevalent, often under the administrative structure called pupil personnel services or student services; the services model, the process model, or the duties model. In many schools, combinations of these three approaches were used. Services The ervices model had its origins in the 1920s and consists of organizing the activities of counselors around major services including assessment, information, counseling, placement and follow-up. Although the activities that are usually listed under each of these services are important and useful, it is a limited model for three reasons. First, it is primarily oriented to secondary schools. Second, it does not lend itself easily to the identification of student outcomes. And third, it does not specify how the time of counselors should be allocated. Processes The process model had its origins in the 1940s. It emphasizes the clinical and therapeutic aspects of counseling, particularly the processes of counseling, consulting, and coordinating. This model is appealing because it is equally applicable to elementary and secondary counselors. However, the process model has some of the same limitations as the services model: It does not lend itself easily to the identification of student outcomes and it does not specify allocations of counselor time. Duties Often, instead of describing some organizational pattern such as the services model or the process model, counselor duties are simply listed (duties model). Sometimes these lists contain as many as 20-30 duties and the last duty is often â€Å"and perform other duties as assigned from time to time. † Although equally applicable to elementary school and secondary school counselors, student outcomes are difficult to identify and counselor time is almost impossible to allocate effectively. Position Oriented Rather Than Program Focused One result of these traditional organizational patterns has been to emphasize the position of the counselor, not the program of guidance. Over the years, as guidance evolved in the schools, it became position oriented rather than program focused. As a result, guidance was an ancillary support service in the eyes of many people. This pattern placed counselors mainly in a remedial-reactive role – a role that is not seen as mainstream in education. What was worse, this pattern reinforced the practice of counselors performing many administrative-clerical duties because these duties could be defended as being â€Å"of service to somebody. † Because of the lack of an adequate organization framework, guidance had become an undefined program. Guidance had become the add-on profession, while counselors were seen as the â€Å"you-might-as-well† group (â€Å"While you are oing this task, you might as well do this one too†). Because of the absence of a clear organizational framework for guidance, it was easy to assign counselors new duties. Counselors had flexible schedules. And, since time was not a consideration, why worry about removing current duties when new ones were added? Origin of the Comprehensive Gu idance Program Model In October of 1969, the University of Missouri-Columbia conducted a national conference on career guidance, counseling and placement that led to regional conferences held across the country during the spring of 1970. Then in 1971, the University of Missouri-Columbia was awarded a U. S. Office of Education grant under the direction of Norman C. Gysbers to assist each state, the District of Columbia, and Puerto Rico in developing models or guides for implementing career guidance, counseling and placement programs in their local schools. Project staff in Missouri conducted a national conference in St. Louis in January of 1972 and developed a manual (Gysbers & Moore, 1974) to be used by the states as they developed their own guides. The manual that was published in February of 1974 provided the first description of an organizational framework for the Comprehensive Guidance Program Model that was to be refined in later work (Gysbers, 1978; Gysbers & Henderson, 1994; Gysbers & Moore, 1981; Hargens & Gysbers, 1984). The original organizational framework for the Comprehensive Guidance Program Model contained three interrelated categories of functions, and on-call functions. The curriculum-based category brought together those guidance activities which took place primarily in the context of regularly scheduled courses of study in an educational setting. These activities were a part of regular school subjects or were organized around special topics in the form of units, mini courses, or modules. They were based on need statements and translated into goals and objectives and activities necessary for the development of all students. Typical topics focused on self-understanding, interpersonal relationships, decision making, and information about the education, work, and leisure worlds. School counselors were involved directly with students through class instruction, group processes, or individual discussions. In other instances, school counselors worked directly and cooperatively with teachers, providing resources and consultation. Individual facilitation functions included those systematic activities of the comprehensive guidance program designed to assist students in monitoring and understanding their development in regard to their personal, educational, and occupational goals, values, abilities, aptitudes, and interests. School counselors served in the capacity of â€Å"advisers,† â€Å"learner managers,† or â€Å"development specialists. Personalized contact and involvement were stressed instead of superficial contact with each student once a year to fill out a schedule. The functions in this category provided for the accountability needed in an educational setting to ensure that students’ uniqueness remained intact and that educational resources were used to facilitate their life career development. On-call functions focused on direct, immediate responses to stu dents needs such as information seeking, crisis counseling, and teacher/parent/specialist consultation. In addition, on-call functions were supportive of the curriculum-based and individual facilitation functions. Adjunct guidance staff (peers, paraprofessionals, and volunteers/support staff) aided school counselors in carrying out on-call functions. Peers were involved in tutorial programs, orientation activities, ombudsman centers, and (with special training) cross-age counseling and leadership in informal dialogue centers. Paraprofessionals and volunteers provided meaningful services in placement and followup activities, community liaison, career information centers, and club leadership activities. The 1974 version of the model focused on the importance of counselor time usage by featuring â€Å"time distribution wheels† to show how counselors’ time could be distributed to carry out a developmental guidance program. A chart was provided to show how counselors’ time could be distributed across a typical school week using the three categories as organizers. REFINEMENTS TO THE COMPREHENSIVE GUIDANCE PROGRAM MODEL In 1978, Gysbers described refinements that had been made to the model since 1974. By 1978, the focus was on a total comprehensive, developmental guidance program. It included the following elements: definition, rationale, assumptions, content model, and process model. The content model described the knowledge and skills that students would acquire with the help of activities in the guidance program. The process model grouped the guidance activities and processes used in the program into four interrelated categories: curriculum-based processes, individual-development processes, on-call responsive processes, and systems support processes. It is interesting to note the changes that had been made between 1974 and 1978 in the model. The concepts of definition, rationale, and assumptions had been added. The model itself was now organized into two parts. The first part listed the content to be learned by students, while the second part organized into four categories the guidance activities and processes needed in a program. The category of individual facilitation was changed to individual development, the word responsive was added to on-call, and a new category – systems support – was added. Also in 1978, Gysbers described seven steps required to â€Å"remodel a guidance program while living in it†: 1. Decide you want to change. 2. Form work groups. . Assess current programs. 4. Select program model. 5. Compare current program with program model. 6. Establish transition timetable. 7. Evaluate. Between 1978 and 1981, further refinements were made in the model. These refinements appeared in Improving Guidance Programs by Gysbers and Moore (1981). By then, the basic structure of the model was est ablished. The terms â€Å"content model† and â€Å"process model† had been dropped. Also, the steps for remodeling a guidance program, first delineated in 1978, formed the basis for the organization the chapters in Improving Guidance Programs and were described in detail. Between 1981 and 1988, the model was being used by state departments of education and local school districts with increasing frequency. During these years, two school districts in particular became involved: St. Joseph School District, St. Joseph, Missouri and Northside Independent School District, San Antonio, Texas. Hargens and Gysbers (1984), writing in The School Counselor, presented a case study of how the model was implemented in the St. Joseph School District. The work in the Northside Independent School District became the basis for much of the most recent description of the model (Gysbers & Henderson, 1994). As the 1980s progressed, a number of states and a number of additional school districts across the country began to adapt the model to fit their needs. In 1988, the first edition of Gysbers and Henderson’s book Developing and Managing Your School Guidance Program was published by the American Association for Counseling and Development, AACD (now the American Counseling Association, ACA). Using the framework of the model presented in 1981, Gysbers and Henderson expanded and extended the model substantially. Building upon the experiences of a number of local school districts and states and with particular emphasis on the experiences of the Northside Independent School District, the planning, design, implementation, and evaluation phases of the model were elaborated upon in much more detail. Sample forms, procedures, and methods, particularly those from Northside, were used extensively to illustrate the model and its implementation. The second edition of the book Developing and Managing Your School Guidance Program by Gysbers and Henderson was published in 1994. DESCRIPTION OF THE COMPREHENSIVE GUIDANCE PROGRAM MODEL Conceptual Foundation The perspective of human development that serves as the foundation for the model and as a basis for identifying the guidance knowledge, skills, and attitudes (competencies) that students need to master is called life career development. Life career development is defined as self-development over a person’s life span through the integration of the roles, setting, and events in a person’s life. The word life in the definition indicates that the focus of this conception of human development is on the total person – the human career. The word career identifies and relates the many often varied roles that individuals assume (student, worker, consumer, citizen, parent); the settings in which individuals find themselves (home, school, community); and the events that occur over their lifetimes (entry job, marriage, divorce, retirement). The word development is used to indicate that individuals are always in the process of becoming. When used in sequence, the words life career development bring these separate meaning words together, but at the same time a greater meaning evolves. Life career development describes total individuals – unique individuals, with their own lifestyles (Gysbers & Moore, 1974, 1975, 1981). The meaning of the word career in the phrase life career development differs substantially from the usual definition of the term. Career focuses on all aspects of life as interrelated parts of the whole person. The term career, when viewed from this broad perspective, is not a synonym for occupation. People have careers; the marketplace has occupations. Unfortunately, too many people use the word career when they hould use the word occupation. All people have careers – their lives are their careers. Finally, the words, life career development do not delineate and describe only one part of human growth and development. Although it is useful to focus at times on different areas (e. g. , physical, emotional, and intellectual), it is also necessary to integrate these areas. Life career development is an organizing and integrating concept f or understanding and facilitating human development. Wolfe and Kolb (1980) summed up the life view of career development as follows: Career development involves one’s whole life, not just occupation. As such, it concerns the whole person, needs and wants, capacities and potentials, excitements and anxieties, insights and blind spots, warts and all. More than that, it concerns his/her life. The environment pressures and constraints, the bonds that tie him/her to significant others, responsibilities to children and aging parents, the total structure of one’s circumstances are also factors that must be understood and reckoned with, in these terms, career development and personal development converge. Self and circumstances – evolving, changing, unfolding in mutual interaction – constitute the focus and the drama of career development. (pp. 1-2) COMPREHENSIVE GUIDANCE PROGRAM MODEL ELEMENTS The model program (see Figure 1. 1) consists of three elements: content, organizational framework, and resources. CONTENT There are many examples today of content (student knowledge and skills) for guidance. The content is generally organized around areas or domains such as career, educational, and personal-social. Most often, the content is stated in a student competency format. For purposes of this chapter, the three domains of human development that are featured in the life career development concept are presented here: self-knowledge and interpersonal skills; life roles, setting and events; and life career planning (Gysbers & Henderson, 1994; Gysbers & Moore, 1974, 1981). Student competencies are generated from these domains to provide example program content for the model. Self-knowledge and Interpersonal Skills In the self-knowledge and interpersonal skills domain of life career development, the focus is on helping students understand themselves and others. The main concepts of this domain focus on students’ awareness and acceptance of themselves, their awareness and acceptance of others, and their development of interpersonal skills. Within this domain, students begin to develop an awareness of their interpersonal characteristics – interests, aspirations, and abilities. Students learn techniques for self-appraisal and the analysis of their personal characteristics in terms of a real-ideal self-continuum. They begin to formulate plans for self-improvement in such areas as physical and mental health. Individuals become knowledgeable about the interactive relationship of self and environment in such a way that they develop personal standards and a sense of purpose in life. Students learn how to create and maintain relationships and develop skills that allow for beneficial interaction within those relationships. They can use self-knowledge in life career planning. They have positive interpersonal relations and are self-directed in that they accept responsibility for their own behavior. See Figure 1. 1 Below The model program consists of three elements: content, organizational framework, and resources. Comprehensive Guidance Program Elements Content Organizational Framework, Activities, Time Resources COMPETENCIES †¢ †¢ †¢ Student Competencies Grouped by domains STRUCTURAL COMPONENTS †¢ Definition †¢ Assumptions †¢ Rational PROGRAM COMPONENTS SAMPLE PROCESSES Guidance Curriculum Structured Groups Classroom presentations Individual Planning Advisement Assessment Placement & Follow-up †¢ Responsive Services Individual counseling Small group counseling Consultation Referral System Support Management activities Consultation Community outreach Public relations †¢ †¢ RESOURCES †¢ Human †¢ Financial †¢ Political SUGGESTED DISTRIBUTION OF TOTAL COUNSELOR TIME Elementary School 35-45% 5-10% 30-40% 10-15% Middle/Junior School 25-35% 15-25% 30-40% 10-15% High School 15-25% 25-35% 25-35% 15-20% Guidance Curriculum Individual Planning Responsive Services System Support Life Roles, Settings, and Events The emphasis in this domain of lif e career development is on the interrelatedness of various life roles (learner, citizen, consumer), settings (home, school, work, and community), and events (job entry, marriage, retirement) in which students participate over the life span. Emphasis is given to the knowledge and understanding of the sociological, psychological, and economic dimensions and structure of their worlds. As students explore the different aspects of their roles, they learn how stereotypes affect their own lives and others’ lives. The implications of futuristic concerns is examined and related to their current lives. Students learn the potential impact of change in modern society and the necessity of being able to project themselves into the future. In this way, they begin to predict the future, foresee alternatives they may choose, and plan to meet the requirements of the life career alternatives they may choose. As a result of learning about the multiple options and dimensions of their worlds, students understand the reciprocal influences of life roles, settings, and events, and they can consider various lifestyle patterns. Life Career Planning The life career planning domain in life career development is designed to help students understand that decision making and planning are important tasks in everyday life and to recognize the need for life career planning. Students learn about the many occupations and industries in the work world and of their groupings according to occupational requirements and characteristics, as well as learning about their own personal skills, interests, values, and aspirations. Emphasis is placed on students’ learning of various rights and responsibilities associated with their involvement in a life career. The central focus of this domain is on the mastery of decision-making skills as a part of life career planning. Students develop skills in this area by learning the elements of the decision-making process. They develop skills in gathering information from relevant sources, both external and internal, and learn to use the collected information in making informed and reasoned decisions. A major aspect of this process involves the appraisal of personal values as they may relate to prospective plans and decisions. Students engage in planning activities and begin to understand that they can influence their future by applying such skill. They accept responsibility for making their own choices, for managing their own resources, and for directing the future course of their own lives. ORGANIZATIONAL FRAMEWORK The model program (see Figure 1. 1) contains seven components organized around two major categories: structural components and program components (Gysbers & Henderson, 1994; Gysbers & Moore, 1981). The three structural components describe the student focus of the program and how the program connects to other educational programs (definition), offer reasons why the program is important and needed (rational), and provide the premises upon which the program rests (assumptions). The four program components delineate the major activities and the roles and responsibilities of personnel involved in carrying out the guidance program. These four program elements are as follows: guidance curriculum, individual planning, responsive services, and system support. Structural Components Definition The program definition includes the mission statement of the guidance program and its centrality within the school district’s total educational program. It delineates the competencies that individuals will possess as a result of their involvement in the program, summarizes the components, and identifies the program’s clientele. Rational The rationale discusses the importance of guidance as an equal partner in the educational system and provides reasons why students need to acquire the competencies that will accrue as a result of their involvement in a comprehensive guidance program. Included are conclusions drawn from student and community needs assessments and statements of the goals of the local school district. Assumptions Assumptions are the principles that shape and guide the program. They include statements regarding the contributions that school counselors and guidance programs make to students’ development, the premises that undergird the comprehensiveness and the balanced nature of the program, and the relationships between the guidance program and the other educational programs. Program Components An examination of the needs of students, the variety of guidance methods, techniques, and resources available, and the increases expectations of policy-makers and consumers indicates that a new structure for guidance programs in the schools is needed. The position orientation organized around the traditional services (information, assessment, counseling, placement, and follow-up) and three aspects (educational, personal-social, and vocational) of guidance is no longer adequate to carry the needed guidance activities in today’s schools. When cast as a position and organized around services, guidance is often seen as ancillary and only supportive to instruction, rather than equal and complementary. The â€Å"three aspects† view of guidance frequently has resulted in fragmented and eventoriented activities and, in some instances, the creation of separate kinds of counselors. For example, educational guidance is stressed by academic-college counselors, personalsocial guidance becomes the territory of mental health counselors, and vocational guidance is the focus of vocational counselors. If the traditional structures for guidance in the schools are no longer adequate, what structure is needed? One way to answer this question is to ask and answer the following questions: Are all students in need of specific knowledge, skills, and attitudes that are the instructional province of guidance programs? Do all students need assistance with their personal, educational, and occupational plans? Do some students require special assistance in dealing with developmental problems and immediate crises? Do educational programs in the school and the staff involved require support that can be best supplied by school counselors? An affirmative answer to these four questions implies a structure that is different from the traditional position model. A review of the variety of guidance methods, techniques, and resources available today and an understanding of the expectations of national and state policy-makers and consumers of guidance also suggests the needs for a different model. The structure suggested by an affirmative answer to the four questions and by a review of the literature is a program model of guidance techniques, methods, and resources organized around four interactive program components: guidance curriculum, individual planning, responsive services, and system support (Gysbers & Henderson, 1994; Gysbers & Moore, 1981). The curriculum component was chosen because a curriculum provides a vehicle to impart guidance content to all students in a systematic way. Individual planning was included as a part of the model because of the increasing need for all students to systematically plan, monitor, and manager their development and to consider and take action on their next steps personally, educationally, and occupationally. The responsive services component was included because of the need to respond to the direct, immediate concerns of students, whether these concerns involve crisis counseling, referral, or consultation with parents, teachers, or other specialists. Finally, the system support component was included because, if the other guidance processes are to be effective, a variety of support activities such as staff development, research, and curriculum development are required. Also, system support encompasses the need for the guidance program to provide appropriate support to other programs in including assuming â€Å"fair share† responsibilities in operating the school. These components, then, serve as organizers for the many guidance methods, techniques, and resources required in a comprehensive guidance program. In addition, they also serve as a check on the comprehensiveness of the program. A program is not comprehensive unless counselors are providing activities to students, parents, and staff in all four program components. Guidance Curriculum This model of guidance is based on the assumption that guidance programs include content that all students should learn in a systematic, sequential way. In order for this to happen, counselors must be involved in teaching, team teaching, or serving as a resource for those who teach a guidance curriculum. This is not a new idea; the notion of guidance curriculum has deep, historical roots. What is new however, is the array of guidance and counseling techniques, methods, and resources currently available that work best as part of a curriculum. Also new is the concept that a comprehensive guidance program has an organized and sequential curriculum. The guidance curriculum typically consists of student competencies (organized by domain) and structured activities presented systematically through such strategies as the following: †¢ Classroom Activities Counselors teach, team teach, or support the teaching of guidance curriculum learning activities or unites in classrooms. Teachers also may teach such units. The guidance curriculum is not limited to being part of only one or two subjects but should be included in as many subjects as possible throughout the total school curriculum. These activities may be conducted in the classroom, guidance center, or other school facilities. †¢ Group Activities Counselors organize large-group sessions such as career days and educational/college/vocational days. Other members of the guidance team, including teachers and administrators, may be involved in organizing and conducting such sessions. Although counselors’ responsibilities include organizing and implementing the guidance curriculum, the cooperation and support of the entire faculty are necessary for its successful implementation. Individual Planning Concern for individual student development in a complex society has been a cornerstone of the guidance movement since the days of Frank Parsons. In recent years the concern for individual student development has intensified as society has become more complex. This concern is manifested in many ways, but perhaps is expressed most succinctly in a frequently stated guidance goal: â€Å"Helping all students become the persons they are capable of becoming. † To accomplish the purposes of this component of the Model, activities and procedures are provided to assist students in understanding and periodically monitoring their development. Students come to terms with their goals, values, abilities, aptitudes, and interests (competencies) so they can continue to progress educationally and occupationally. Counselors become â€Å"person-development-and-placement specialists. † Individual planning consists of activities that help students to plan, monitor, and manage their own learning and their personal and career development. The focus is on assisting students, in close collaboration with parents, to develop, analyze, and evaluate their educational, occupational, and personal goals and plans. Individual planning is implemented through such strategies as: †¢ Individual Appraisal Counselors assist students to assess and interpret their abilities, interests, skills, and achievement. The use of test information and other data about students is an important part of helping them develop immediate and long-range goals and plans. †¢ Individual Advisement Counselors assist students to use self-appraisal information along with personal-social, educational, career, and labor market information to help them plan and realize their personal, educational, and occupational goals. †¢ Placement Counselors and other educational personnel assist students to make the transition from school to work or to additional education and training. Responsive Services Problems relating to academic learning, personal identity issues, drugs, and peer and family relationships are increasingly a part of the educational scene. Crisis counseling, diagnostic and remediation activities, and consultation and referral must continue to be included as an ongoing part of a comprehensive guidance program. In addition, a continuing need exists for the guidance program to respond to the immediate information-seeking needs of students, parents, and teachers. The responsive services component organizes guidance techniques and methods to respond to these concerns and needs as they occur; it is supportive of the guidance curriculum and individual planning components as well. Responsive services consist of activities to meet the immediate needs and concerns of students, teachers, and parents, whether these needs or concerns require counseling, consultation, referral, or information. Although counselors have special training and possess skills to respond to immediate needs and concerns, the cooperation and support of the entire faculty are necessary for this component’s successful implementation. Responsive services are implemented through such strategies as: †¢ Consultation Counselors consult with parents, teachers, other educators, and community agencies regarding strategies to help students deal with and resolve personal, educational, and career concerns. †¢ Personal Counseling Counseling is provided on a small-group and individual basis for students who have problems or difficulties dealing with relationships, personal concerns, or normal developmental tasks. The focus is on assisting students to identify problems and causes, alternatives, possible consequences, and to take action when appropriate. †¢ Crisis Counseling Counseling and support are provided to students or their families facing emergency situations. Such counseling is normally short term and temporary in nature. When necessary, appropriate referral sources are used. †¢ Referral Counselors use other professional resources of the school and community to refer students when appropriate. These referral sources may include: mental health agencies employment and training programs vocational rehabilitation juvenile services social services special school programs (special or compensatory education) The responsive services component also provides for small-group counseling. Small groups of students with similar concerns can be helped by intensive small-group counseling. All students may not need such assistance, but it is available in a comprehensive program. Adjunct guidance staff—peers, paraprofessionals, volunteers—can aid counselors in carrying out their responsive activities. Peers can be involved in tutorial programs, orientation activities, ombudsman functions and, with special training, cross-age counseling and leadership in informal dialog. Paraprofessionals and volunteers can provide assistance in such areas as placement, follow-up, and community-school-home liaison activities. System Support The administration and management of a comprehensive guidance program require an ongoing support system. That is why system support is a major program component. Unfortunately, it is often overlooked or only minimally appreciated. And yet, the system support component is as important as the other three components. Without continuing support, the other three components of the guidance program are ineffective. This component is implemented and carried out through such activities as the following: †¢ Research and Development Guidance program evaluation, follow-up studies, and the continued development and updating of guidance learning activities are some examples of the research and development work of counselors. †¢ Staff/Community Public Relations The orientation of staff and the community to the comprehensive guidance program through the use of newsletters, local media, and school and community presentations are examples of public relations work. †¢ Professional Development Counselors must regularly update their professional knowledge and skills. This may include participation in school inservice training, attendance at professional meetings, completion of postgraduate course work, and contributions to the professional literature. †¢ Committee/Advisory Boards Serving on departmental curriculum committees and community committees or advisory boards are examples of activities in this area. †¢ Community Outreach Included in this area are activities designed to help counselors become knowledgeable about community resources, employment opportunities, and the local labor market. This may involve counselors visiting local businesses and industries and social services agencies. Program Management and Operations This area includes the planning and management tasks needed to support the activities of a comprehensive guidance program. Also included in the system support component are activities that support programs other than guidance. These activities may include counselors being involved in helping interpret student test re sults to teachers, parents, and administrators, serving on departmental curriculum committees (helping interpret student needs data for curriculum revision), and working with school administrators (helping interpret student needs and behaviors). Care must be taken, however, to watch the time given to these duties because the primary focus for counselors is their work in the first three components of the comprehensive guidance program. It is important to realize that if the guidance program is well run, focusing heavily on the first three components, it will provide substantial support for other programs and personnel in the school and the community. Program Time Counselors’ professional time is a critical element in the Model. How should professional certified counselors spend their time? How should this time be spread across the total program? In this Model, the four program components provide the structure for making judgments about appropriate allocations of counselors’ time. One criterion to be used in making such judgments is the concept of program balance. The assumption is that counselor time should be spread across all program components, but particularly the first three. Another criterion is that different grade levels require different allocations of counselor time across the program components. For example, at the elementary level, more counselor time is spent working in the curriculum with less time spent in individual planning. In the high school, these time allocations are reversed. How counselors in a school district or school building plan and allocate their time depends on the needs of their students and their community. Once chosen, time allocations are not fixed forever. The purpose for making them is to provide direction to the program and to the administrators and counselors involved. Since the Model is a â€Å"100 percent program,† 100 % of counselors’ time must be spread across the four program components. Time allocations are changed as new needs arise, but nothing new can be added unless something else is removed. The assumption is that professional counselors spend 100 % of their time on task, implementing the guidance program. What are some suggested percentages? As an example, the state of Missouri (Starr & Gysbers, 1997) has adopted suggested percentages of counselor time to be spent on each program component. These suggested percentages were recommended by Missouri counselors and administrators who had participated in the field-testing of the Missouri adaptation of the Comprehensive Guidance Program Model: Percent ES M/JH HS Guidance Curriculum 35-45 25-35 15-25 Individual Planning 05-10 15-25 25-35 Responsive Services 30-40 30-40 25-35 System Support 10-15 10-15 15-20 Resources Human Human resources for the guidance program include such individuals as counselors, teachers, administrators, parents, students, community members, and business and labor personnel. All have roles to play in the guidance program. While counselors are the main providers of guidance and counseling services and coordinators of the program, the involvement, cooperation, and support of teachers and administrators is necessary for the program to be successful. The involvement, cooperation, and support of parents, community members, and business and labor personnel also is critical. A SchoolCommunity Advisory Committee is recommended to bring together the talent and energy of school and community personnel. The School-Community Advisory Committee acts as a liaison between the school and community and provides recommendations concerning the needs of students and the community. A primary duty of this committee is to advise those involved in the guidance program. The committee is not a policy- or decision-making body; rather, it is a source of advice, counsel, and support and is a communication link between those involved in the guidance program and the school and community. The committee is a permanent part of the guidance program. A community person should be the chairperson. The use and involvement of an advisory committee will vary according to the program and the community. It is important, however, that membership be more than in name only. Members will be particularly helpful in developing and implementing the public relations plan for the community. Financial The financial resources of a comprehensive guidance program are crucial to its success. Examples of financial resources include budget, material, equipment, and facilities. The Model highlights the need for these resources through its focus on the physical space and equipment required to conduct a comprehensive program in a school district. To make the guidance curriculum, individual planning, responsive services, and system support components function effectively, adequate guidance facilities are required. Traditionally, guidance facilities have consisted of an office or suite of offices designed primarily to provide one-to-one counseling or consultation assistance. Such arrangements have frequently included reception or waiting areas that serve as browsing rooms where students have access to displays or files of educational and occupational information. Also, this space has typically been placed in the administrative wing of the school so that the counseling staff can be near the records and the administration. The need for individual offices is obvious because of the continuing need to carry on individual counseling sessions. A need also exists, however, to open up guidance facilities and make them more accessible to all students, teachers, parents, and community members. One way to make guidance facilities more usable and accessible is to reorganize traditional space into a guidance center. A guidance center brings together available guidance information and resources and makes them easily accessible to students. The center is used for such activities as group sessions, student self-exploration, and personalized research and planning. At the high school level, students receive assistance in areas such as occupational planning, job entry and placement, financial aid information and postsecondary educational opportunities. At the elementary school level, students and their parents receive information about the school, the community, and parenting skills; they also read books about personal growth and development. An area for play therapy can be provided in the guidance center. Although the center is available for use to school staff and community members, it is student centered, and many of the center activities are student planned as well as student directed. At the same time, the center is a valuable resource for teachers in their program planning and implementation. Employers, too, will find the center useful when seeking part-time or full-time workers. Clearly, the impact of the center on school and community can be substantial. If community members and parents are involved in the planning and implementation of the center and its activities, their interest could provide an impetus for the involvement of other community members. When parents and community members become involved in programs housed in the center, they experience the guidance program firsthand. Through these experiences, new support for the program may develop. The guidance center is furnished as comfortably as possible for all users. Provision is made for group as well as individual activities. Coordinating the operation of the guidance center is the responsibility of the guidance staff, but all school staff can be involved. It is recommended that at least one paraprofessional be a part of the staff to ensure that clerical tasks are carried out in a consistent and ongoing manner. Political Education is not simply influenced by politics, it is politics. The mobilization of political resources is key to a successful guidance program. Full endorsement of the guidance program by the Board of Education as a â€Å"program of studies of the district† is one example of mobilizing political resources. Another example is a clear and concise school district policy statement that highlights the integral and central nature of the school district’s comprehensive guidance program to other programs in the school district. Putting It All Together What does the Program Model look like when all of the Model’s elements are brought together? Figure 1 (see page 12) presents the Model on one page so that the three program elements can be seen in relationship to each other. Notice that the three program elements (program content, program structure, processes, and time, and program resources) represent the â€Å"means† of the program. Without these means in place, it is impossible to achieve the full results of the program and to fully evaluate the impact of the program on the students, the school, and the community. Some Final Thoughts The Program Model, by definition, leads to guidance activities and structured group experiences for all students. It de-emphasizes administrative and clerical tasks, one-toone counseling only, and limited accountability. It is proactive rather than reactive. Counselors are busy and unavailable for unrelated administrative and clerical duties because they have a guidance program to implement. Counselors are expected to do personal and crisis counseling as well as provide structured activities to all students. To fully implement the Program Model it is important that the program be as follows: 1. Understood as student-development oriented, not school maintenance-administrativeoriented. 2. Operated as a 100 % program; the four program components constitute the total program; there are no add-ons. 3. Started the first day of school and ended on the last day of school; not started in the middle of October with an ending time in April so that administrative, nonguidance tasks can be completed. . Understood as program focused, not position focused. 5. 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