Despite the ubiquity of teachers of English as a foreign language (EFL) globally and the weight of evidence about the importance of training for new expatriate staff in international settings, the process of orienting EFL instructors to new workplaces and unfamiliar cultural surroundings has yet to be researched. This article presents the results of a program evaluation of a twoweek induction for 22 new English teachers at a private foreign languages university in Japan. The views of a range of stakeholders were obtained (beginning teachers, experienced teachers and management), as were perspectives at different points in time (before and after induction, one semester later, one or more years later). The evaluation resulted in a clear picture of the strengths and weaknesses of the orientation program, which in turn led to the implementation of a range of measures to improve current practice. The findings also gave rise to the proposal of a framework outlining the major areas that all EFL orientations need to consider.
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This article is about conflict in an educational workplace setting. It reports on a case study investigating the emergence, development, and management of conflict among diverse native English speakers working as language instructors within a Japanese university. The example of conflict presented, which deals with divergent assumptions about the nature and management of collaborative research projects, illustrates how communication is inextricably tied to culture, out of whose interplay conflict may arise. This example also highlights one of the most important challenges facing educators the world over: how to encourage people to cooperatively address and manage conflicts. This challenge requires us as educators, in both our individual and institutional capacities, to become more conversant with practices in the field of conflict resolution and management. Such familiarity is a prerequisite to us becoming exemplary models of its practices for our students, our colleagues, our organizations, and our society.
This article is about conflict in an educational workplace setting. It reports on a case study investigating the emergence, development, and management of conflict among diverse native English speakers working as language instructors within a Japanese university. The example of conflict presented, which deals with divergent assumptions about the nature and management of collaborative research projects, illustrates how communication is inextricably tied to culture, out of whose interplay conflict may arise. This example also highlights one of the most important challenges facing educators the world over: how to encourage people to cooperatively address and manage conflicts. This challenge requires us as educators, in both our individual and institutional capacities, to become more conversant with practices in the field of conflict resolution and management. Such familiarity is a prerequisite to us becoming exemplary models of its practices for our students, our colleagues, our organizations, and our society.
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