Critiques the literature on learning organizations, arguing that it does not indicate how organizational learning relates to business performance or strategic realignment. Asserts that the key characteristic of the learning organization is creation and use of personal and corporate competencies. (SK)

Middle managers in high-tech companies (n=163) characterized their work environment with the terms complexity, ambiguity, and lack of control. A postmodern mechanism for organizational and managerial development involved creation of complexity maps, a diagnostic tool for identifying concerns and areas for personal growth and development. (SK)

Assesses the effectiveness of the Team Management Index and raises questions about measurement techniques. Argues that data collection can never provide complete proof of a link between interventions and organizational change. Suggests that evaluators study a team's change process. (SK)