EDGE is a flexible group technique that enables participants to express, explain, exchange, and encapsulate their suggestions for creating their corporation's competitive edge. EDGE has two important outcomes: participants become more comfortable with each other and with problem solving, and they acquire small group skills. (JOW)

This paper suggests an approach which combines ideas about coalitions of power in managerial organizations with a soundly based technology of management development intervention. (Author/SSH)

Distinguishes between organizational development (OD) and therapy. OD is defined as a mechanism for problem solving in complex socio-technical systems. Describes possible drawbacks and advantages of the OD process. Provides examples of how OD has helped managers and non-managers work together. (CSS)

A seven-step process can help people from different cultures understand each other's intentions and perceptions so they can work together harmoniously: problem identification, problem clarification, cultural exploration, organizational exploration, conflict resolution, impact assessment, and organizational integration. (JOW)

Describes differences between total quality management and self-directed teams in terms of job design, decision making, flexibility, supervision, labor relations, quality, customers, and training. Offers suggestions for which method to choose when. (SK)

This interview with Dr. Hallie Preskill focuses on the organizational change method known as appreciative inquiry (AI), which is described as a process that builds on past successes (and peak experiences) in an effort to design and implement future actions. Preskill takes the philosophy and principles put forth by organizational change AI…

In the field of organizational development, it is almost self-evident that an intervention or change action comes after a period of data gathering and/or analysis of the organization. This article explores how a manager can determine what actions to take following an organizational diagnosis. (LRA)

Each interpretation of staff development is derived from a particular theory of organizations and a particular understanding of educational and personal psychology. This paper outlines several organizational theories on which staff development might be based. Staff development is considered as being concerned with all those needs of the individual…

The article presents a theoretical analysis of the concept of reflection. The author argues in favour of the necessity of conceiving the concept of reflection in a broad sense, and not using the concept in the meaning of introspection. To grasp reflection in its complexity and as a core process in organisational learning it is necessary to…

A review of the current status of data processing (DP) in management information systems, including the functions assigned to DP in organizations, what it was designed to do, and levels of training of personnel, provides the basis for an examination of new demands on DP. An approach which is advocated as a means of overcoming many of the…

Improvements in advising programs are seen as elements of institutional development and are central to the mission of the institution rather than peripheral service entities that happen to take place on campus. (MLW)

Describes a rationale, instrument, and methodology to improve the practice of organization needs analysis. The approach involves the author's "career of the organization" exercise for the trainer's use in identifying organization problems and in conceptualizing the nature of needs-analysis problem solving relating to both individual and…

Two approaches to conflict resolution in the workplace are described. A systems approach questions the organization's systems rather than the behavior or motives of co-workers. Problem-solving retreats encourage team building and group cohesion and focus on long-term issues. (SK)

A problem-centered approach to training can be effective if (1) the goal is to bring about individual and organizational change; (2) the training is an integral part of company strategy; and (3) the problem is relevant to participants, current and pressing, and has corporate commitment to implementation of the solution. (SK)

Complex institutional problems require comprehensive and complex solutions, including such strategies as defining or redefining institutional mission, finding a market niche, planning, cutting costs and increasing income, structural change, enterprising leadership, and using existing assets and good luck to best advantage. (MSE)