The sense of calling that compels educators to persist through difficult times and cope with stressful situations, also puts educators at risk for burning out. In order to fight potential burnout, both schools and individual teachers must attend to the issue. Schools must develop themselves as supportive work environments and educators must be…

Purpose: For 40 years, it has been widely believed in the West that learning organisations would be healthier, flexible and more competitive than other organisations. By now, one might expect them to be widespread. However, fully developed learning organisations are rare in the West. In contrast, Chinese organisations seem naturally to be learning…

Offers assertions about discovering the value in organizations: (1) pursue passions with commitment, (2) commit to a compelling return, and (3) face the future ready to learn. (JOW)

The concepts underlying learning organizations are valuable. But to succeed in a highly competitive global marketplace, companies need to change quickly; employees must be able to assimilate new knowledge and skills. Companies must become teaching organizations. (Author/JOW)

Discusses a movement that attempts to bridge the traditional divide between spirituality and the workplace. Suggests that the faith-in-the-workplace movement will be powered by those who want to find meaning in what they do. (JOW)

Discusses the difficulties faced by technical communicators who work in organizations that manage by crisis or by whim. Offers recommendations. (SR)

Virtual work teams scattered around the globe are becoming a feature of corporate workplaces. Although most people prefer face-to-face meetings and interactions, reality often requires telecommuting. (JOW)

Employers must ensure that all employees can interact comfortably and productively with people who have disabilities. Trainers can use experiential exercises to break down fears and prejudices that nondisabled workers might have toward those with disabilities. (Author/JOW)

Developing sexual harassment training involves these steps: survey employees, establish policy and reporting procedures, get management commitment, and use programs both to educate about the issues and eliminate unacceptable behavior. (SK)

Discusses why there has been little growth in empowerment over the past 30 years. Suggests that executives often work against empowerment both consciously and unconsciously and that they often do not seem to want what they say they need. Makes some recommendations that may help executives think more sensibly about empowerment. (JOW)

Discusses how workers at manufacturing firms acquire knowledge and how much training the company should provide. Looks at a study on learning activities and learning cultures to identify traits of a "teaching firm," one in which teaching and learning are firmly embedded in the organization. (JOW)

Identifies five types of relationships at work: the unfinished, working alliance, developmental, personal, and transpersonal. For each type, the following are described: contribution to the organization, human motivation, signs of dysfunction, relationship skill needs, and counseling needs. (SK)

Creativity is undermined unintentionally every day in work environments that were established to maximize business imperatives such as coordination, productivity, and control. Organizations must make a concerted effort to get rid of creativity killers and be truly innovative so that creativity not only survives but thrives. (Author/JOW)

Presents an account of how one company went completely virtual--no office at all--and reaped the eventual rewards. Describes implementation processes, communication challenges, and customer reactions. (JOW)

Presents diversity as a resource to create a high performing work culture that enables all employees to do their best work. Distinguishes between diversity and inclusion, describes a model for diagnosing an organization's culture, sets forth steps for implementing a organizational change, and discusses the human resource professional's role.…