This project concerns justification for why partner dance, particularly ballroom dance, should be a part of the Arizona public-school curriculum. It consists of a review of peer-reviewed scientific research on the subject, as well as interviews conducted with local experts on dance. Moreover, a sample curriculum is supplied that should provide guidance on how to implement a ballroom dance program in the K-12 system. The goal of this paper is to empower educators to create ballroom dance programs in their schools, with the ultimate plan to help develop students into better citizens.
Born in Arizona, the son of educators, Lattie F. Coor was the 15th President of ASU. He attended NAU for his undergraduate degree and went on to receive his masters and PhD from Washington University in St. Louis, Missouri. He remained at Washington University as a faculty member, eventually becoming its Vice Chancellor. In 1976, Lattie left to become the 21st President of the University of Vermont. In January of 1990, Lattie returned to Arizona to become the 15th President of ASU, remaining as President until 2002. After his retirement as President of ASU, Lattie stayed as a Professor and Ernest W. McFarland Chair in Leadership and Public Policy in the University's School of Public Affairs. He also co-founded the Center for the Future of Arizona where he continues to serve on the Board of Directors.
In his interview, Lattie recaps his life growing up in Arizona during the war years, providing many stories of his experiences with the various prisoner of war camps located in Arizona. He indicates that originally he thought he would become a lawyer and perhaps enter a political career, but then early on in his post-secondary work, he was greatly influenced by one of his professors at NAU and turned to pursuing a career in academics. From there he unfolds the story of his life as a professor and an academic administrator.
This work explores the dynamic of gender and sport through the lens of Title IX, with the intention of highlighting the importance of gender equality within athletics.
The majority of trust research has focused on the benefits trust can have for individual actors, institutions, and organizations. This “optimistic bias” is particularly evident in work focused on institutional trust, where concepts such as procedural justice, shared values, and moral responsibility have gained prominence. But trust in institutions may not be exclusively good. We reveal implications for the “dark side” of institutional trust by reviewing relevant theories and empirical research that can contribute to a more holistic understanding. We frame our discussion by suggesting there may be a “Goldilocks principle” of institutional trust, where trust that is too low (typically the focus) or too high (not usually considered by trust researchers) may be problematic. The chapter focuses on the issue of too-high trust and processes through which such too-high trust might emerge. Specifically, excessive trust might result from external, internal, and intersecting external-internal processes. External processes refer to the actions institutions take that affect public trust, while internal processes refer to intrapersonal factors affecting a trustor’s level of trust. We describe how the beneficial psychological and behavioral outcomes of trust can be mitigated or circumvented through these processes and highlight the implications of a “darkest” side of trust when they intersect. We draw upon research on organizations and legal, governmental, and political systems to demonstrate the dark side of trust in different contexts. The conclusion outlines directions for future research and encourages researchers to consider the ethical nuances of studying how to increase institutional trust.