The author explores the theory of changing basic thought processes in order to improve personal performance on the job. This entails helping people identify their existing thoughts and replacing the ones that won't support performance goals with those that will. (CT)

The significance of unlearning for six different learning situations is outlined, and positive, negative, and neutral strategies for overcoming resistance, based on force-field analysis, are given. (SK)

Ethics initiatives should provide employees with the tools they need to identify, clarify, and resolve ethical issues. Training efforts should focus on defining desired outcomes and considering the company's values and guidelines in working toward solutions to ethical problems. (SK)

Stating that the trainer's ultimate goal is to help trainees make beneficial behavior changes on the job, the author presents models for trainers to use in teaching communication-skill formulas. She discusses three areas necessary for the successful application of communication skills: knowledge, practice, and valuing. (MF)

Explains how to design training programs in which the trainer and the work group collaborate on designing a program that produces agreed-upon behavioral changes in employee performance. The modified critical incident technique is a diagnostic tool which provides information concerning the cost effectiveness of education and training programs. (CT)

Describes the use of job enrichment techniques as tools for increased productivity and organizational change. The author's motivational work design model changes not only the job design but also structural elements such as physical layout, workflow, and organizational relationships. Behavior change is more important than job enrichment. (MF)

Examines both the explicit and implicit assumptions behind the Kirkpatrick evaluation model. Attempts to demonstrate conceptually the danger of simplistic evaluation approaches and argues for rigorous evaluation designs. (CSS)

Describes a process known as behavior modeling, used by more than 300 companies to train managers and supervisors by showing videotapes of company managers effectively motivating others in a variety of situations. Participants rehearse the modeling behavior and apply the skills to the job. Includes an actual model script. (MF)

In the first of a three-part series, the authors examine the origin of the organizational development movement, instrumented team learning seminars for managers, their experimental programs for industry at various locations, the development of the "managerial grid," management by objectives, behavior modification, and other approaches to…